Master of Business Development

SEE OPPORTUNITIES. CREATE BUSINESS.

<p><em>Are you facing a specific challenge, or do you want to cover your blind spots and discover new angles?</em></p>
<p>Become part of the Master of Business Development (MBD) at CBS and gain insight into business development, digitization and management.</p>

Build your own education 

<p>Begin with a single course and assemble your education in a way that suits you. We'll supply building blocks of high quality and academic level.</p>
<p>Together, we'll ensure a master's degree that makes you and your company stronger.</p>

WHAT DOES AN MBD GIVE YOU?

The newest research-based knowledge 

Develop your analytical skills...

 Competences to think in solutions and see possibilities

Share your insigt with your entire workplace

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During class at MBD, I have several times heard the participants say: 'I already knew that'. Because the fact is that at MBD you get to apply concepts to the work that you are involved in at your work and thus already know. That way, concepts and experience can become tools you proactively find, instead of something you look for when you encounter a challenge.

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Master EN

Our ambition is to educate the people who develop our society

<p>When you do a master’s degree with us, you become part of that ambition, together with the 3,500 other individuals currently pursuing continuing education.</p>
<p>We train managers and experts to analyse and transform their practices through researched-based teaching closely tied to your everyday work life. Our teachers do research on the complex issues that you face.</p>
<p>At CBS you have the opportunity to discuss your practices with both internationally recognised teachers and the other participants. Our extensive experience shows that the wide variety of participants from Danish and international organisations serves to broaden your horizons and expand your network.</p>

Four programmes for you and your organisation

Master of Management Development

Master of Public Governance

Master of Tax

Why doing a master’s degree 

<p>Meet 4 of our participants in this video. </p>

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Master Project

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Masterprojektet afslutter den samlede uddannelse. Du kan afslutte din masteruddannelse, når alle uddannelsens øvrige fag er bestået. Masterprojektet træner dine evner til at beskrive, analysere, bearbejde og afrapportere en eller flere komplekse problemstillinger på et højt fagligt niveau. Når du har bestået masterprojektet, opnår du en mastergrad i forretningsudvikling.

<h6>Fagets indhold</h6>
<p><em>Fra forårets semestret 2022 og frem, skal man have påbegyndt alt andet undervisning før man kan tilmelde sig master-modulet.</em></p>
<p>Mastermodulet har til hensigt at danne en ramme om masterskrivningsprocessen og give input til væsentlige dele af arbejdet med masterafhandlingen. Mastermodulet giver input til især arbejdet med problemformulering, proces, indsamling af data, analyse af data. De enkelt workshops fungerer som milepæle for masterafhandlingsarbejdet via mindre opgaver som skal afleveres i forbindelse med workshops samt ved at kigge frem mod næste fase i processen.</p>
<p>Studieordningen fastsætter at formålet med masterprojektet er, at de studerende på grundlag af egen uddannelsesplan og de tidligere gennemførte fag skal demonstrere kompetence i at udarbejde en problemformulering, analysere/bearbejde problemformuleringen, indsamle relevant empiri og data til besvarelse af problemformuleringen og afrapportere resultaterne af projektarbejdet. Masterprojektet skal også demonstrere, at de studerende kan reflektere over problemstillingens relation til egen faglige udvikling, egen organisation eller rolle som leder.</p>
<h6>Kriterier for målopfyldelse for masterprojektet</h6>
<p>De studerende skal kunne demonstrere overblik over kontekst, relevante teorier, relevante metodikker og analysestrategier til behandling af projektets problemformulering.<br />De studerende skal kunne demonstrere kompetence i at analysere, beskrive, diskutere og evaluere den valgte organisatoriske kontekst for projektet.<br />De studerende skal kunne dokumentere og analysere egen faglig eller ledelsesmæssig udvikling i relation til den konkrete udformning af masterprojektet.</p>
<p> </p>
<p>Du kan læse mere om at hvad et masterprojekt på MBD indebærer i vores skriv <a href="https://issuu.com/mbd-cbs/docs/introduktion_til_mastermodulet_p_mbd">"Introduktion til masterprojektet"</a></p>
<h2> </h2>
<h6>Krav for tilmelding</h6>
<p>For at kunne tilmelde sig masterprojektet, skal man som minimum have fuldført undervisningen på alle øvrige MBD fagaktiviteter (2x grundfag, 4x kernefag og 18 ECTS Valgfag).</p>
<p>Der er ikke nogen begrænsning på antallet af studerende på master modulet. Dog finder første workshop sted allerede i slutningen af det foregående semester, for herved at give jer ekstra tid til processen. Derfor tilråder vi, at man tilmelder sig masterprojektet så snart tilmeldingen hertil åbner.</p>

Masterprojektet

Forretningsudvikling

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Faget giver dig redskaberne til at analysere og udvikle forretningsmodeller i relation til virksomhedens organisation og strategi.

Real Estate: Forretningsudvikling

<p><strong>Fagets formål og indhold</strong></p>
<p>Alle virksomheder er nødt til at forstå deres forretning, finde måder at udvikle den på og om nødvendigt udskifte deres forretning. Faget i forretningsudvikling giver dig redskaberne og indsigterne til at analysere og påpege udfordringer ved eksisterende såvel som nye forretningsmodeller. Faget giver desuden indsigt i implementeringen af innovationer i forretningsmodellen med henblik på strategiudvikling – heriblandt hvordan strategi bliver realiseret gennem et samspil mellem intenderede planer og pludseligt opståede begivenheder.</p>
<p>Forretningsudvikling bør ses i relation til både udvikling af forretningsmodellen og udvikling af strategien. Forretningsudvikling som organisatorisk funktion fokuserer ofte på den systematiske håndtering af vækstmuligheder, der befinder sig inden for den eksisterende forretningsmodel og strategi. Forretningsudvikling som organisatorisk praksis nødvendiggør imidlertid et bredere perspektiv, som også kan inkludere ændringer af strategien.</p>
<p>Forretningsudvikling som organisatorisk praksis stiller spørgsmålet: ”Hvordan udvikler vi vores forretninger”. Det indebærer en systematisk håndtering af vækstmuligheder, der nødvendiggør forandringer i forretningsmodellen og/eller i strategien. For at give et solidt overblik over forretningsudvikling behandles de to aspekter i kombination, men hovedfokus vil være på forandringer i forretningsmodellen samt de dertilhørende strategiske problematikker og implikationer.</p>
<p> </p>
<p><strong>Fagets centrale temaer</strong></p>
<ul style="list-style-type: circle;">
<li>Virksomheders målsætning</li>
<li>Elementerne i en forretningsmodel</li>
<li>Sammenhængen i en forretningsmodel</li>
<li>Udfordringerne for en forretningsmodel</li>
<li>Udvikling af forretningsmodeller og innovation</li>
<li>Strategiformulering og -udvikling</li>
<li>Strategi ud fra et projektperspektiv</li>
<li>Afvigende adfærd og organisatoriske rebeller</li>
<li>Forretningsudvikling som en bevidst proces</li>
<li>Håndtering af vækstmuligheder</li>
</ul>
<p><strong>Dit udbytte</strong></p>
<ul style="list-style-type: circle;">
<li>Være i stand til at sammenligne, kombinere og tilpasse forskellige værktøjer og teorier fra faget.</li>
<li>Være i stand til at bruge tilpassede værktøjer og teorier til analyse af konkrete forretnings-udviklingscases og at komme med ledelsesmæssige konklusioner på basis af analysen.</li>
<li>Være i stand til at argumentere for, hvorfor den konklusion er relevant for den specifikke organisation i dens specifikke situation.</li>
</ul>
<p><strong>Deltagerprofil</strong></p>
<p>Faget er relevant for dig, der ønsker at opnå stor indsigt i forretningsudvikling som emne og i de forskellige måder at anskue virksomheders forretningsudvikling på. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Organisation og forandring

Faget hjælper dig til at forstå mekanismerne og processerne bag organisatorisk forandring med fokus på meningsskabelse og -ledelse.

<p><strong>FAGETS FORMÅL OG INDHOLD</strong></p>
<p>Faget tager udgangspunkt i, at organisatorisk forandring opnås gennem meningsskabelse, og at kontinuitet spiller en vigtig rolle for virksomhedens evne til at møde store forandringer.</p>
<p>Meningsskabelse finder sted i mikro-situationer og er afgørende for gruppeprocesser på alle niveauer. Hvorvidt den lokale meningsskabelse bliver udslagsgivende for organisationen som helhed afhænger af, at der udvikles og integreres mere robuste narrativer for forandringerne, hvor behovet for kontinuitet står centralt. Meningsskabelse sker forskelligt i forskellige dele af virksomheden, og en præmis for varig forandring er hvorledes virksomhedens forskellige funktioner integreres i forandringsprocessen.</p>
<p> </p>
<p><strong>FAGETS CENTRALE TEMAER</strong></p>
<ul style="list-style-type: circle;">
<li>Procestænkning og forandring</li>
<li>Meningsskabelse</li>
<li>Organisationsforandring</li>
<li>Personlig ledelse</li>
<li>Modeller for forandring og meningsledelse.</li>
</ul>
<p> </p>
<p><strong>DIT UDBYTTE</strong></p>
<ul style="list-style-type: circle;">
<li>Identificere og forklare et problem med relevans for forandring i egen organisation eller anden valgt empirisk kontekst.</li>
<li>Demonstrere hvordan fagets begreber og teorier kan anvendes til at analysere problemet.</li>
<li>Diskutere de teoretiske og praktiske implikationer af analysen.</li>
</ul>
<p> </p>
<p><strong>DELTAGERPROFIL</strong></p>
<p>Faget retter sig mod alle, der udøver eller ønsker at udøve ledelse og forandringer i deres organisation, og som desuden er nysgerrige på alternative måder at tænke organisatorisk forandring på.</p>
<p> </p>
<p><em>OBS: Vi afvikler de to første undervisningsdage på hotel ude af huset, for at styrke fagligheden, pædagogikken og netværket mellem vores studerende, hvilket har vist sig at skabe stor værdi på et eksisterende MBD fag. Derfor er der i forbindelse med faget, en ekstra betaling på 3000,- for at dække konference og hotel udgifterne.</em></p>

Organizational Change

Undervisere

The course Organizational Change helps you to understand the mechanisms and processes behind organizational change with a focus on meaning creation and leadership.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>Organizational change plays out through sensemaking processes, which can be related to different forms of change. The course works from the idea that continuity and change are closely related, which is why sensemaking is oriented towards narratives that account for past and future.</p>
<p>Sensemaking takes place in micro-situations and is crucial for group processes at all levels of the organization. Whether local sensemaking becomes decisive for the organization as a whole depends on the integration of more robust narratives for the changes where the need for continuity is central. Senseamking takes place differently in different parts of the organization, and the integration different functions are integrated into the change process is a prerequisite for implementation of change.</p>
<p> </p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Process thinking &amp; change</li>
<li>Meaning creation</li>
<li>Organizational change</li>
<li>Personal Management</li>
<li>Models for change and opinion management</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>You’ll learn to</p>
<ul>
<li>Narratives can be used as a driving force in relation to strategy, culture and organizational identity</li>
<li>The different mechanisms you choose to lead through affect the creation of meaning among those you exercise leadership over in different ways.</li>
<li>Continuity can enable change, and that opinion management can be used effectively in connection with change</li>
<li>Understand how alternative interpretations arise and are anchored in the company, and how you through your personal management can promote change by creating a framework for creating meaning.</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course is aimed towards people in private or public sector organizations who take part in implementing change processes or who swish to play more central leadership roles in change processes. The course emphasizes how leadership of change requires that different forms of change can be understood differently from mainstream change models.</p>

Managing Open Innovation

The course Managing Open Innovation discusses the value of sourcing external knowledge and introduces you to open innovation management theory and processes.

Managing Open Innovation 

<h6>Purpose and description of the course</h6>
<p>This course provides the foundation for managing open innovation processes in firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, i.e. sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation. Moreover, the course discusses the interplay between innovation, exploration, exploitation, and search, and the growing importance of efficient search approaches across widely distributed sources of innovation. More specifically, we will discuss the concepts of local vs. distant search and related search methods for accessing and leveraging innovation-relevant knowledge.</p>
<p>The Managing Open Innovation course will particularly highlight the role of users and user communities as a source of innovation. Finally, the course will introduce participants to concrete search applications such as crowdsourcing for generating inputs to organizations’ innovation processes.<br /><br /></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Open vs. closed innovation approaches</li>
<li>Open innovation management and processes</li>
<li>Distributed sources of innovation</li>
<li>Open innovation methods for outbound, inbound and coupled innovation processes</li>
<li>Organizational antecedents of open innovation.<br /><br /></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Develop a sound understanding of the open innovation approach</li>
<li>How to effectively search across and collaborate with different sources of innovation (internal and external to an organization) to develop innovations</li>
<li>Create and capture value in open innovation</li>
<li>Design and implement open innovation activities in firms.<br /><br /></li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from all kinds of industries who want to influence their workplaces and careers by mastering new forms of innovation practices. More specifically, practices that are characterized by being more open, collaborative and multi-domain-spanning than traditional models.</p>

Performance Management

I faget Performance Management lærer du blandt andet at designe, integrere og udvikle organisationers strategiske ledelse, evalueringspraksis og belønningsstrategier.

<h6>Fagets formål og indhold</h6>
<p>Lær at forstå både den ”hårde” og den ”bløde” del af Performance Management. I faget benytter vi en tværdisciplinær analyseramme, der inddrager både økonomi, psykologi og sociologi. En analyseramme, som gør dig i stand til at sammentænke og udvikle forskellige dele af en organisations målstyring, evalueringspraksisser og belønningsstrategier.</p>
<p>Du lærer, hvad de nye tanker om performance management rummer, og hvordan balancegangene mellem performance og udvikling, det fremadrettede og bagudrettede og det kvantitative og kvalitative bliver afgørende designvalg for værdiskabelsen i den enkelte organisation.</p>
<p> </p>
<h6>Fagets centrale temaer</h6>
<ul style="list-style-type: circle;">
<li>Design af Performance Management-systemer og -processer</li>
<li>Den organisatoriske værdi af performance management-systemer og -processer.</li>
<li>Formålene med at udvikle og implementere performance information i organisationer</li>
<li>Forskellige former for præstations information i organisationer</li>
<li>Incitamentsproblemer i forbindelse med målfastsættelse og evaluering</li>
<li>Performance Management og dens konsekvenser i forhold til medarbejdere og lederes indre motivation.</li>
</ul>
<p> </p>
<h6>Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>Designe præstationsmål, målinger og evalueringer i forhold til deres organisatoriske roller</li>
<li>Håndtere balancen mellem bløde og hårde aspekter af performance management</li>
<li>Implementere strategi gennem performance management</li>
<li>Forstå de centrale organisatoriske mekanismer, der afgør effektiviteten af performance management-systemer og -processer i den enkelte organisation.</li>
</ul>
<p> </p>
<h6>Deltagerprofil</h6>
<p>Alle som er interesserede i at forstå muligheder og udfordringer med Performance Management. Faget appellerer både til dem, som har arbejdet med Performance Management i flere år, og som ønsker at få sat perspektiv på det de gør, men også til dem, som ønsker en introduktion til, hvad Performance Management rummer. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Developing Digital Business

This course introduces you to the new competitive rules of the digital economy and the emergence of platform-based business models.

<h6><strong>Purpose and description of the course</strong></h6>
<p>Digitalization is changing the conditions for businesses across industries. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but have digital components inseparably inscribed into their processes and value proposition. At the heart of this digital transformation rests an increased orientation towards digitally enabled platform-based business models. Platform markets comprise a large and rapidly growing share of the global economy and ranked by market value, 60 of the world’s 100 largest corporations earn at least half of their revenue from platform markets.</p>
<p>During the first two days of the course, we focus on the logic of digital economy and the emergence of platform-based business. We will cover how firms compete with platforms and how to build a platform business. The following two days broadens the perspective to include the business ecosystem, where multiple platforms collaborate and compete with each other. In some cases, firms will even end up in bed with their enemies. We will put these developments into context so that you will understand how and why many start-up and growth companies today engage in digital marketing, app development, social media, online news and information services, crowdsourcing, and online innovation services. In addition, traditional businesses such as publishing, entertainment, and banking are facing an on-going digitalization that drags them into the digital arena – an economic arena with its own economic and competitive principles.</p>
<p> </p>
<h6><strong>Key themes in the course</strong></h6>
<ul style="list-style-type: circle;">
<li>The new competitive rules of the digital economy</li>
<li>The platform business model</li>
<li>Building the platform business</li>
<li>Managing the platform business</li>
<li>Digital business ecosystems</li>
<li>The value of co-creation with partners</li>
<li>Harnessing the power of a crowd</li>
<li>Joining a digital ecosystem.</li>
</ul>
<h6><br /><strong>Your learning outcomes</strong></h6>
<ul style="list-style-type: circle;">
<li>To identify the key technologies that are transforming business and society</li>
<li>To understand how digitalization changes the business environment</li>
<li>To anticipate the role of digital platforms in today’s digitalized business practice</li>
<li>To understand the role and importance of digital business ecosystems</li>
</ul>
<h6><strong><br />Who should attend this course</strong></h6>
<p>The course is relevant for everyone who needs to understand the drivers, the dynamics and the implications of digitalization in practice. This includes professionals in areas such as business development, accounting, marketing, finance, and information technology, who would like to increase their knowledge and their space of action in relation digitalization issues.</p>
<p>The course can be taken as a single course or as part of a full Master of Business Development.</p>

Lederskab - at skabe og drive udvikling

Teacher

<h6>Rasmus Johnsen</h6>
<p> </p>
<h6>LEKTOR, PHD, VICE DEAN</h6>
<p>Department of Management, Politics and Philosophy</p>
<p>Copenhagen Business School</p>
<p>rj.mpp@cbs.dk</p>

Lederskab handler grundlæggende om at skabe og drive udvikling. Faget tager udgangspunkt i og arbejder med deltagernes egne praktiske ledelsessituationer og kombinerer konkrete erfaringer med en bred vifte af forskningstekster og teori.

<h6><strong>Fagets formål og indhold</strong></h6>
<p>Lederskab handler grundlæggende om at skabe og drive udvikling. Faget tager udgangspunkt i og arbejder med deltagernes egne praktiske ledelsessituationer og kombinerer konkrete erfaringer med en bred vifte af forskningstekster og teori. Den grundlæggende tilgang er at opfatte lederskab som et kontekstuelt og relationelt fænomen, hvilket betyder at faget fokuserer på konkrete situationer og samspillet med andre individer i organisationen. Desuden lægges der særlig vægt på lederskab i forhold til komplekse udfordringer, som kræver udforskning, læring og nye løsninger.</p>
<p>Perspektiverne, der præsenteres i faget, bliver brugt til at fokusere på ledelse i praksis snarere end på lederen som person. Desuden præsenterer faget ledelsesteori og udforsker forskellige ledelsesformer, der kan mobilisere energi til udvikling frem for blot at fastholde det system, som allerede er til stede.<br /><br /></p>
<h6><strong>Fagets centrale temaer</strong></h6>
<ul style="list-style-type: circle;">
<li>Delt lederskab som ledelsesstil</li>
<li>Kompleksitetsteoretisk lederskab</li>
<li>Lederskab i interaktion</li>
<li>Skabelse af leder- og følgeridentiteter</li>
<li>Sensemaking og lederskab.<br /><br /></li>
</ul>
<h6><strong>Dit udbytte</strong></h6>
<ul style="list-style-type: circle;">
<li>Bruge lederskabs- og ledelsesteori til at udfordre din egen forståelse af organisatoriske udfordringer</li>
<li>Mestre en bred vifte af ledelsesteorier og -tilgange til at analysere og diskutere en konkret lederskabsudfordring og kritisk reflektere over brugbarhed og begrænsninger i brugte teorier og modeller</li>
<li>Reflektere over din egen rolle i konkrete lederskabssituationer og organisatoriske dynamikker</li>
<li>Udnytte handlemuligheder i praksis gennem refleksion og praktiske eksperimenter, hvor organisationens strategiske orienteringer kobles til interpersonelle interaktioner.</li>
</ul>
<p> </p>
<h6><strong>Deltagerprofil</strong></h6>
<p>Faget henvender sig til personer med en interesse i at udvikle sin forståelse af lederskab og fordybe sig i ledelse som organisatorisk fænomen med henblik på at kunne skabe forandring. Faget er for dig, der arbejder som formel leder, projektledere, faglig leder eller lignende, og som er engageret i udviklingen af forretningen eller organisationen.</p>
<p>Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>
<p>Er dansk ikke dit første sprog, kan eksamen også tages på engelsk. </p>

Organisationsforståelse, selvindsigt og personlig udvikling

Faget Organisationsforståelse og personlig udvikling styrker dine evner til at reflektere over og opnå personlig og organisatorisk udvikling.

<h6>Fagets formål og indhold</h6>
<p>Personlig udvikling er en fast bestanddel af såvel medarbejder- som lederudviklingsprocesser i den vestlige verden – så fast faktisk, at man i dag kan tale om et udviklingskrav. Samtidens medarbejdere i den moderne, flade netværksorganisation forventes at være fleksible, udviklingsorienterede og udadvendte, således at de kan begå sig i en verden præget af forandring, dynamik og evig acceleration. Man er derfor som individ udsat for et markant normmæssigt pres om at være omstillingsparat, hurtigt at kunne tage ny viden til sig, samt ikke hænge fast i forældede værdisæt og ufleksible forestillinger.</p>
<p>Sideløbende med kravet om udvikling diskuteres imidlertid som aldrig før en række kritiske og negative sider af det moderne arbejdsliv. Work-life-balance, stress og stresshåndtering, og endda depression er blevet centrale temaer i personalepolitikken for den moderne arbejdsplads, samt i en lind strøm af trivsels- og arbejdsmiljømålinger. I jobopslag efterspørges robusthed, fysisk og mentalt overskud samt evne til at håndtere udfordringer og modstand hensigtsmæssigt. Men hvordan finder man sit ståsted i organisation og arbejdsliv generelt, hvis kravet er at man på samme tid skal stå fast og være udviklingsberedt? Hvorledes navigerer man, hvis kravet lyder at man samtidig være fleksibel og robust?</p>
<p>På faget søger vi svar på sådanne spørgsmål ved at fokusere på måden vi aflægger regnskab for os selv – altså på de fortællinger, vi konstruerer om vores organisationer og vores plads i dem for at kunne leve op til og matche tidens normer, omgivelsernes forventninger og ledelsens krav. Vi stiller skarpt på evnen til at betragte, fortolke og forstå de organisatoriske kontekster vi indgår i og søger at udforske og udvikle redskaber til samtidig at fastholde og udvikle dem. Fagets udgangspunkt er dermed at tilbyde et kritisk, refleksivt og meningsskabende blik på personlig og organisatorisk udvikling som fremmer den enkeltes organisatoriske handlekraft og integritet:</p>
<p>Kritisk - fordi faget ønsker at undersøge og problematisere fx personlig eller organisatorisk udvikling som alene et spørgsmål om at lære og følge en fast opskrift på organisatorisk forandring, personlig udvikling eller forretningsmæssig succes. Eksempelvis forholder faget sig kritisk og analyserende til en overfladisk eller instrumentalistisk opfattelse af personlig eller organisatorisk udvikling som udelukkende et spørgsmål om målfastsættelse og procesoptimering.<br />Refleksivt – fordi fagets ambition er at berige den enkelte studerendes blik på egne udviklings- og handlemuligheder ved at tilbyde en række forskellige forståelser og perspektiver på egen rolle i den enkeltes organisatoriske kontekst. Fagets metodiske udgangspunkt er perspektivisme, forstået som evnen til at anvende endog særdeles forskellige teorier og virkelighedsopfattelser på forståelsen samt evt. den praktiske håndtering af en given organisatorisk eller arbejdsmæssig problemstilling.<br />Meningsskabende – fordi faget bygger på en forestilling om at uddannelse basalt set handler om at udvikle og danne det enkelte individ til at afsøge og skabe mening ifht. sine omgivelser.  således at den studerende på ansvarlig vis formår at engagere sig i sit arbejdsliv. Faget ønsker derfor at undersøge, hvilken mening man i dag kan tillægge en række interessante - men særdeles svært definérbare og måske også gammeldags - personlige karaktertræk eller ”dyder” såsom integritet, autenticitet, dannelse og karakterfasthed.<br /><br /></p>
<h6>Centrale temaer</h6>
<ul style="list-style-type: circle;">
<li>Personlig refleksion – dvs. systematisk refleksion over konkrete kompetenceudviklingsmæssige udfordringer</li>
<li>Feedback fra både medstuderende og egen organisation, der sikrer indblik i egne udviklingsmæssige styrker og faldgruber, samt i hvordan virksomheden eller organisation kan videreudvikles</li>
<li>Personlige og organisatoriske refleksioner understøttet af et personligt testredskab, hvor deltageren gennemfører en række udviklingsaktiviteter og -eksperimenter i egen organisation</li>
<li>Der skabes en personlig og organisatorisk udviklingsplan som et centralt redskab til at styrke egen personlig udvikling, der kan gøres til genstand i forbindelse med valg af fag og opgavetemaer på det øvrige MBD-forløb</li>
<li>Dannelse af studiekollegiale udviklingsnetværk, som kan anvendes som et trygt og udbytterigt redskab til egen studiemæssige kompetenceudvikling.<br /><br /></li>
</ul>
<h6>Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>Opnå en øget grad af selvindsigt i egne personlige og professionsrelaterede styrker og faldgruber</li>
<li>Forstå din egen organisations funktionsmåde samt det komplicerede samspil mellem egne personlighedsmæssige præferencer og den dertilhørende subjektive opfattelse af egen organisations styrker og svagheder: Hvorfor oplever jeg min organisations funktionsmåde, som jeg gør?</li>
<li>Eksperimentere med og udvikle egen adfærd med henblik på at opnå ønskede vaneændringer, korrigere og styrke egen organisatoriske adfærd osv.</li>
<li>Kunne forholde dig refleksivt og kritisk til aktuelle trends og tendenser i det moderne arbejdsliv, herunder intimteknologier og personlige krav til det moderne individ hvad angår fx selvledelse, robusthed, fleksibilitet, modstandsdygtighed over for stress m.m.<br /><br /></li>
</ul>
<h6>Deltagerprofil</h6>
<p>Alle der ønsker at arbejde med egen personlige udvikling og har ambitioner om intet mindre end at (gen)overveje, hvorvidt klassiske dyder såsom refleksion, iagttagelse og filosofi kan lede til personlige holdepunkter og ståsteder i det moderne arbejdsliv, hvorfra personlig tydelighed og eksemplarisk handling kan udspringe. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Strategisk kommunikation

Underviser

<h6>Lars Thøger Christiansen, Professor, Ph.D.</h6>
<p>Department of Management, Society and Communication<br />Copenhagen Business School</p>
<p>ltc.msc@cbs.dk</p>

På fag "Strategisk kommunikation" lærer du at bruge kommunikationsmodeller, teori og metoder til at forstå og løse praktiske kommunikationsudfordringer.

Strategic Communication

<h6>Fagets formål og indhold</h6>
<p>I komplekse, foranderlige og undertiden fjendtlige omgivelser er det et must at arbejde professionelt med kommunikation. Mange virksomheder betragter og håndterer derfor kommunikation som et strategisk ledelsesanliggende. Samtidig involverer kommunikationsopgaven stadig flere af virksomhedens medarbejdere på alle niveauer og på tværs af faglige discipliner. I kurset fremlægges og diskuteres hovedlinjerne i disse ændringer med afsæt i strategi, organisationsteori, public relations, krisekommunikation og management.</p>
<h6><br />Hovedtemaer på faget</h6>
<ul style="list-style-type: circle;">
<li>Kommunikationsfagets grundbegreber og principper</li>
<li>Klassisk og nyere kampagnepraksis</li>
<li>Stemmer, involvering og medejerskab</li>
<li>Ledelseskommunikation</li>
<li>Public relations, issues management og krisekommunikation</li>
<li>Flertydighed, hykleri og ambitionstale</li>
<li>Synlighed og transparens</li>
</ul>
<h6><br />Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>En nøgtern og kritisk forståelse af, hvorledes organisationer arbejder strategisk med deres kommunikation</li>
<li>En forståelse for de mange og ofte modsatrettede forventninger og pres, der præger kommunikationen i og fra vor tids organisationer</li>
<li>En introdution til de sidste nye begreber og perspektiver inden for faget, inklusive ventriloquisme, voice, ambitionstale, mv.</li>
</ul>
<h6><br />Deltagerprofil</h6>
<p>Fagets hovedmålgruppe er ledere og mangers der er interesseret i at forstå mulighederne og begrænsningerne ved at bruge kommunikation strategisk i en række forskellige organisatoriske praksisser. For at udvikle en sådan forståelse skal deltagerne være villige og i stand til at udforske og problematisere den almindelige forståelse af kommunikation, herunder dens formodede formål, målgrupper og virkninger. En sådan tilgang hjælper deltagerne til at interagere på kvalificerede måder med konsulenter og andre eksperter på området.</p>

Strategisk praksis og implementering

Dette fag har til formål at styrke deltagernes kompetencer i at arbejde med strategisk praksis ud fra et solidt teoretisk fundament. Faget har til formål at bygge bro mellem strategi som et planlægnings- og analyseværktøj og bringe det sammen med den daglige strategiske praksis. 

Strategic Practices and Execution

<h6>Fagets formål og indhold</h6>
<p>Strategi er nøglen til at sikre organisationers overlevelse og succes. Den er med til at forme og skabe konkurrencefordele for organisationer. Men strategi er også et ord, der ofte bruges uden tilstrækkelig præcision i hele organisationen. Og derfor lykkes det heller ikke altid at få gennemført og eksekveret strategiske planer.</p>
<p>Dette fag har til formål at styrke deltagernes kompetencer i at arbejde med strategisk praksis ud fra et solidt teoretisk fundament. Faget har til formål at bygge bro mellem strategi som et planlægnings- og analyseværktøj og bringe det sammen med den daglige strategiske praksis. Dette gøres ved at kigge på strategi som en særlig måde at tænke om og forstå organisationer på – og ikke blot som et sæt af værktøjer og metoder forbeholdt perioder med strategiskplanlægning, der ofte ikke er særlig godt forbundet med hverdagen i organisationer.</p>
<p>Udgangspunktet er en grundig introduktion til strategi og en bred gennemgang af de mest aktuelle hovedstrømninger, der adresserer den seneste udvikling inden for feltet. Dernæst behandles principperne for strategisk praksis og implementering, mens den sidste del af forløbet giver deltagerne mulighed for at reflektere over, præsentere og diskutere deres egne erfaringer med strategisk praksis og implementering. Igennem faget vil de studerende blive udsat for en lang række teorier, værktøjer og metoder samt konkrete cases, der vil illustrere de mange facetter og den kompleksitet, der er forbundet med at arbejde med strategi i praksis.<br /><br />Vi vil også se på, hvordan teorier og værktøjer kan blive implementeret i praksis, hvordan strategier skal oversættes fra at være nedskrevet til at skulle implementeres, samt hvordan dette gøres på tværs af forskellige organisatoriske sammenhænge. Ved hjælp af denne tilgang forsøger vi at adressere nogle af de mulige udfordringer, der kan være forbundet med at arbejde med strategi i praksis.</p>
<p> </p>
<h6>Fagets centrale temaer</h6>
<p> </p>
<h6>Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>Den studerende skal kunne redegøre for og anvende relevante teorier, der forklarer strategisk praksis og implementering i en virksomheds kontekst.</li>
<li>Den studerende skal kunne identificere de relevante og nødvendige data, der kræves for at kunne foretage en grundig analyse af virksomhedens strategiske praksis og implementering.</li>
<li>Den studerende skal kunne præsentere praktiske anbefalinger til brug for en virksomheds strategiske praksis og implementering.</li>
<li>Den studerende skal kunne præsentere analyser af strategisk praksis og implementering i en given virksomhed på en struktureret og sammenhængende måde.<br /><br /></li>
</ul>
<h6>Deltagerprofil</h6>

The aim of this course is to strengthen the participant’s competencies in working with strategic practices based on a solid theoretical foundation. The purpose of the course is to bridge strategy and planning/analysis tools and combining these with the daily strategic practices.

<h6>The aim and content of the course</h6>
<p>Strategy is key in the effort to secure survival and success of organisations. It contributes to the formation and creation of competitive advantage. However, strategy is also a term often applied without sufficient precision to an entire organization, and, subsequently, the execution of the strategic plan is not always successful.</p>
<p>The aim of this course is to strengthen the participant’s competencies in working with strategic practices based on a solid theoretical foundation. The purpose of the course is to bridge strategy and planning/analysis tools and combining these with the daily strategic practices. This is done by looking at strategy as a particular way of viewing and understanding organisations – and not only as a set of tools and methods reserved for periods of strategic planning, which often is not very well connected with the everyday running of the business.</p>
<p>The outset is a thorough introduction to strategy and a walkthrough of the most current trends addressing recent developments in the field. Hereafter, the principles for strategic practice will be taken under review, while the last stage of the session will provide the participants with the opportunity to reflect, present and discuss their own experiences with strategic practices and execution. Throughout the course, the students will be exposed to a long line of theories, tools and methods, as well as concrete cases that illustrates the many facets and complexity connected to working with strategy in practice.</p>
<p>We will also be examining how theories and tools can be implemented in practice, how strategies should be translated from its written form to how it is supposed to be implemented, as well as how it should be undertaken across the different organisational sections. Through this approach, we will attempt to address some possible challenges connected to working with strategy in practice.</p>
<p> </p>
<h6>Central themes of the course</h6>
<ul style="list-style-type: circle;">
<li>Strategy is much more than a tool or discipline. It is a way of understanding the business and of thinking and acting in a way that provides a perspective on how organisations work.</li>
<li>The necessity of continuously thinking and acting strategically as a natural part of working in an organization.</li>
<li>How one connects the written and approved strategy with the practical implementation.</li>
<li>How one uses tools, theories and models to support the strategic work without simplifying the complex interconnections.<br /><br /></li>
</ul>
<h6>Your take aways</h6>
<ul style="list-style-type: circle;">
<li>Think and act strategically in an organisational context.</li>
<li>Identify which data are relevant and necessary in undertaking a thorough strategic analysis</li>
<li>Which local strategies should be connected to the organisation’s overarching strategy</li>
<li>To choose the best applicable analytical tools and adapt them to the specific situation.<br /><br /></li>
</ul>
<h6>Participant profile</h6>

Business Data Analytics

The course Business Data Analytics provides you with the tools to handle data sets, perform big data analysis and utilize data for business value generation.

<h6>Purpose and description of the course</h6>
<p>Most companies have accumulated a surfeit of business data from their enterprise systems: enterprise resource planning (ERP) customer relation management (CRM), web analytics, manufacturing, industrial internet, and dedicated information systems for business functions such as finance, accounting, management, and marketing etc. Yet, only few organiszations  can make extensive use of business data to drive digital transformation of their business processes and digitization of their products and services. Why so? In addition to the need of owning data of a reasonable quality, developing a solid ground for evidence-based decisions requires having high-skilled technical employees, with the advanced analytical skills and scientific rigor in modeling and interpretation of the results.</p>
<p>The course provides participants with a deep understanding of the nature of business data analytics, and a practical toolkit on how to transform internal (in-house) and external big datasets into business assets. Our focus is on exploring and exploiting different strategic and tactical frameworks to generate business value from in-house and external big data sets for increasing competitiveness in the local and global marketplaces.</p>
<p>After having attended this course, you will gain knowledge about three specific aspects  of business data analytics (a) the three paradigms for generating competitive advantages and business value from new technologies, (b) the strategic framework for transforming big data sets into business assets by creating meaningful facts, actionable insights, valuable outcomes, and sustainable impacts co-developed by the Centre for Business Data Analytics (cbsBDA), Copenhagen Business School and Centre for Digital Enterprise Analytics and Leadership (DEAL) at the Ted Rogers School of Management, Ryerson University, and (c) selected illustrative examples of business data analytics and business value creation. The course furthermore focus on the importance of providing evidence to sustain managerial claims, applying an analytical process that covers all activities from problem formulation to result communication, reflection on the potential pitfalls, and  how to manage or mitigate them.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Conceptual Framework for Business Data Analytics</li>
<li>Framework for Value Generation from New Technologies</li>
<li>Business Data Analytics Framework</li>
<li>Methods and Tools for Visual Analytics, Text Analytics and Predictive Analytics</li>
<li>Pilot Project on your own company’s business data set.</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and explain a business problem or opportunity with relevance to Business Data Analytics in your own organization and/or industry sector.</li>
<li>Demonstrate how the business data analytics course concepts, frameworks, methods, and tools can be used to analyze the business problem or opportunity.</li>
<li>Technically evaluate and critically reflect on the conceptual and practical implications of the business data analytics.</li>
</ul>
<h6>Who should attend this course</h6>
<p>We target managers and specialists working or interested in working with external and internal data for different business functions such as finance, accounting, strategic management, digital marketing, business analytics, research &amp; development and customer service. The course will cover conceptual, methodological and procedural topics in and aspects of visual analytics, text analytics and predictive analytics (traditional statistics and newer computational approaches such as machine learning &amp; deep learning). The course is also open for the professionals who would like to understand big data analytics from a business development perspective to transform internal and external big datasets into business assets.</p>

Bæredygtige Strategier

Dette kursus klæder deltagerne på til bedre at forstå den seneste udvikling og de grundlæggende problemstillinger inden for bæredygtighed og CSR (corporate social responsibility).

<p><strong>Fagets formål og indhold</strong></p>
<p>I en tid præget af klimaforandringer, miljødebat og FN’s Verdensmål er bæredygtighed blevet et uomgængeligt emne for virksomhederne. Det er et emne, der bringer muligheder såvel som udfordringer med sig. Dette kursus klæder deltagerne på til bedre at forstå den seneste udvikling og de grundlæggende problemstillinger inden for bæredygtighed og CSR (corporate social responsibility). Deltagerne vil få lejlighed til at bringe egne erfaringer i spil og arbejde med problemstillinger i relation til egen organisation og/eller branche.</p>
<p>Indholdsmæssigt vil faget tage udgangspunkt i den seneste udvikling inden for CSR og derfra udvide perspektivet til at omfatte bæredygtighed i en bredere forstand, herunder emner som den tredobbelte bundlinje, cirkulær økonomi og industriel symbiose. Strategi, lederskab og kommunikation vil være gennemgående temaer på faget, som tager sigte på at styrke deltagernes evne til at realisere bæredygtighedens muligheder og håndtere dens udfordringer.</p>
<p><strong>Dit udbytte</strong></p>
<ul style="list-style-type: circle;">
<li>At forstå centrale begreber, modeller og teorier inden for bæredygtighed og CSR og være i stand til at diskutere og reflektere over deres udsigelseskraft og deres begrænsninger, herunder deres praktiske anvendelighed.</li>
<li>At forstå det strategiske potentiale i bæredygtighed og ansvarlighed og kunne relatere det til egen eller anden organisatorisk praksis.</li>
<li>At kunne bringe relevante begreber, modeller og teorier i spil i analysen af en empirisk case og vise evne til at anvende de valgte perspektiver analytisk.</li>
</ul>
<p><strong>Deltagerprofil</strong></p>
<p>Kurset er målrettet studerende med interesse for bæredygtighed og CSR og de muligheder og udfordringer der er forbundet med at få social og miljømæssig ansvarlighed til at spille sammen med forretnings- og strategiudvikling</p>

Corporate Finance

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>The course introduces you to the essentials of Corporate Finance. It is centered around the key financial decisions that firms face every day. In doing so, the course combines popular applied financial methodologies with practical examples and case studies.</p>
<p>In short, the primary focus of the course is to provide you with the necessary tools to be able to solve real-life financial problems. This ranges from determination of a project’s profitability to the impact of financial decisions on stock prices. The course will primarily take a financial management perspective and concentrate on the application of concepts. You will take an active role and analyze and discuss real-life cases in order to internalize the concepts presented in the course.</p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Corporate finance, governance and reporting</li>
<li>Investment decisions</li>
<li>Financial planning</li>
<li>Firm financing and market imperfections</li>
<li>Valuation of projects and firms.</li>
</ul>
<p class="subtitle-1">Your learning outcome</p>
<p>In this course, you will learn to:</p>
<ul>
<li>Understand the system of corporate governance, specifically who owns, manages and controls the firm</li>
<li>Read, interpret and critically evaluate financial statements of firms</li>
<li>Evaluate and forecast stock prices and identify the drivers of price changes in markets</li>
<li>Derive the value of a single project as well as of an entire firm using various methods such as WACC (weighted average cost of capital), APV (adjusted present value), and FTE (flow to equity)</li>
<li>Apply corporate finance concepts by implementing them in Excel.</li>
</ul>
<p class="subtitle-1">Who should attend this course</p>
<p>Everybody interested in obtaining a thorough understanding of how modern firms make financial decisions, and how these decisions impact financial markets.</p>
<p>The course can be taken as a single course or as part of a full Master of Business Development.</p>

Developing Business Cases

A ‘Business Case’ includes a broad assessment perspective on a course of action. It is not enough to conclude that a particular project or an investment seems to address strategic concerns. The project or investment might be too costly, provide negative economic value or embed risk beyond what is acceptable for the organization.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>A ‘Business Case’ includes a broad assessment perspective on a course of action. It is not enough to conclude that a particular project or an investment seems to address strategic concerns. The project or investment might be too costly, provide negative economic value or embed risk beyond what is acceptable for the organization. Similarly, a project or an investment might be economically justified. Still, the project or investment could be impossible to implement or have little strategic rationale. The course ‘Developing Business Cases’ provides participants with a broad perspective on a ‘business case’ and equip them with theories, techniques and methods to develop a business case in their own organizations. The course focuses on both strategic context and feasibility concerns as well as the economic evaluation of a project or an investment. The former includes the development of several options, while the latter includes evaluation of the alternatives, reflection on risk and building scenarios.</p>
<p>The managerial justification of decisions thus goes beyond pure economic reasoning; that is, whether a specific initiative for instance reduces costs, increases revenue or both. In addition, numerous initiatives in organizations do not necessarily rest upon evaluation of economic value. Similarly, undertakings that for instance support social responsibility or a green agenda might definitely look at a broader picture. Thus, the course ‘Developing Business Cases’ addresses a comprehensive justification, which includes reflection about whether a project or an investment underpins the present strategy and deals with core strategic issues.</p>
<p>Justification also implies whether a project or an investment is feasible to implement as well as an assessment of whether it is acceptable to all stakeholders.</p>
<p>Day 1 conveys the nature of a business case and the building blocks in a business case. It further unfolds the general economic argument in a business case and discusses various perspectives for the justification of a particular course of actions. At the end of the first day, participants will discuss the essence of an economic argument.<br />Day 2 unfolds the use of these concepts moving from a confined business case to a business case that covers a longer time span, a more complex environment and appreciate limited knowledge and information. Here, participants work with the application of economic theory to different business cases; for instance in assessment of cost, investment appraisals, evaluation of risk and economic sensitivity analysis. A triple bottom line (people, planet, profit) approach to business cases is also introduced and discussed: the objective is to provide a contemporary and holistic view on sustainable economic value. During<br />Day 3, participants will discuss and reflect further upon a given business case, which they develop as an individual assignment. At the end of the course, participants will present business cases, which are preferably developed based on real-life situations.</p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>The nature of business cases and their content</li>
<li>Core economics theories and concepts (e.g., costs, revenue, profit, value).</li>
<li>Contemporary view on sustainable economic value (triple bottom line)</li>
<li>Economic modelling and arguments in and for managerial decision-making.</li>
<li>Assessment of uncertainty and risk in the economic approach to business development and evaluation.</li>
<li>Short-run optimization and long-run capital budgeting and investment appraisals for economic evaluation.</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>Describe the basic content of a business case, and its economic rationale.</li>
<li>Understand the core economic theories and concepts in managerial decision-making and their underlying assumptions</li>
<li>Apply the core economic theories and concepts to both confined and complex business cases</li>
<li>Discuss and reflect upon the evaluation of presented business cases</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course ‘Developing Business Cases’ targets all managers and specialists, who want to strengthen their capabilities to develop business cases for managerial decision-making. A ‘business case’ is in this course conceived as a managerial justification for a particular project, a new product or service, an investment in new facilities, a change in organizational structure or in-house processes etc. Participants will strengthen their ability to assess a particular course of action and in turn improve their managerial decision-making.</p>

Data Driven Decision Making

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>In the current competitive business environment, decision makers need to make decisions quickly and effectively based on abundant data. Making decisions includes many considerations such as weighing risk, understanding the specific situation encountered, identifying available options as well as considering long-range implications for the organization.</p>
<p>This course is about understanding and applying data-driven decision making while taking into consideration the decision maker’s experience and expertise. By knowing how data-driven decisions are actually made we can learn how various decision techniques and strategies improve the quality of decisions. Some of these techniques and strategies are founded on mathematical models or computer software like algorithmic decision making; others build on theories about awareness and mindfulness. The course presents a wide range of such techniques covering the different theoretical approaches to decision making.T</p>
<p>he goal of this course is to relate our knowledge of how decisions are made to a number of techniques and strategies for improving decision making. This will enable participants to support and improve their own decision making as well as to understand the decision making of others. We view the decision maker as a socially, economically, historically, and materially situated human  – who increasingly uses algorithms for decision making and struggles with unrealistic demands and therefore has developed (individually and socially) heuristics, habits, routines, practices, and conventions which sometimes lead to algorithm aversion.</p>
<p>By the end of the course, students will be able to reflect on the complexities of decision making in organizations, their own decision styles and personal dispositions. They will be able to make decisions more deliberately and systematically and will be able to use decision analysis techniques, intuition and group processes, integrate their values into their decisions.</p>
<ul>
<li>Understand and apply models and mechanisms for decision making in strategic decisions</li>
<li>Identify unconscious biases when making decisions and solving problems and reflect on common decision making traps that lead to fallacious reasoning and unfavorable outcomes</li>
<li>Identify criteria for when to trust intuition and when to push for analysis and evidence-based decisions</li>
<li>Reflect on how to make strategic decisions involving multiple (and changing) goals and stakeholders<br /><br /></li>
</ul>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Foundations of rational, data-driven and behavioural decision making.</li>
<li>Expertise based Intuition</li>
<li>Group decision making</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>How data-driven decisions happen in organizations</li>
<li>How complexity and uncertainty impact data-driven decision making</li>
<li>How to analyze problems and issues in preparation for decisions</li>
<li>When to be data-driven and when to trust your intuition</li>
<li>How to account for multiple goals and stakeholders in data-driven decision making</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course targets different levels of managers, specialists, and analysts who are involved in organizational decision making. The course is also relevant for professionals who would like to understand the challenges and opportunities of data driven decision making in organizational settings.</p>

ESG - Policies, Metrics, and Data

Dr. Kristjan Jespersen

<p>Department of Management, Society and Communication, CBS - kj.msc@cbs.dk</p>

Environmental, Social and Governance (ESG) issues have become increasingly important for businesses across sectors, as it is a critical tool in minimising risk and driving business development as well as sustainability strategies....

<p class="subtitle-1"><strong>Overall description of the course</strong></p>
<p>Environmental, Social and Governance (ESG) issues have become increasingly important for businesses across sectors, as it is a critical tool in minimising risk and driving business development as well as sustainability strategies.</p>
<p>Sustainability and responsibility are becoming a priority for many stakeholders. Businesses must be viewed as key players in addressing global issues such as social inequality, unethical business practices, and environmental degradation. Across sectors, companies are responding to these challenges by working to reduce the negative impact of their operations on the planet. As a result, understanding how ESG frameworks and methodologies can support the reporting and assessment of these efforts is crucial, as well as providing greater transparency and evaluation for the financial sector to endorse and support the firms in question.</p>
<p>This course aims to provide participants with an overview of the key themes and considerations in the field of ESG and will provide the tools to analyse, apply and develop ESG metrics effectively. The course delves into each individual component of ESG and how they come together to impact a company and its stakeholders. The modules will also provide insight into how ESG considerations affect investors, consumers, and employees and how it is becoming a central topic at the Board level. The course will provide an in-depth look at the policies, metrics, and data related to ESG, as well as real-world case studies and cutting-edge innovations. It will also cover the challenges and future developments in the field, giving participants a comprehensive understanding of the industry. Participating in this course will equip participants with the knowledge and skills needed to step forward in an ESG career.</p>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong><strong>  </strong></p>
<ul>
<li>Analyse and evaluate the significance and usefulness of various ESG metrics in a real-life context</li>
<li>Utilize concepts and theories from the course to examine the implementation and interpretation of sustainability across sectors</li>
<li>Identify key environmental, social, and governance material risks for businesses along with opportunities</li>
<li>Understand the balancing act companies face in addressing sustainability in their operations</li>
<li>Assess a company's ESG performance using publicly accessible information</li>
<li>Analyse the connection between ESG and risk assessment and its impact on corporate strategy and sustainable business development and growth</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Learning objectives</strong></p>
<ul>
<li>Identify different analytical approaches to the concept of Sustainable Finance and the rise of Environmental, Social and Governance (ESG) standards.</li>
<li>Apply theories, models and different data sources to analyze company risk profiles and sustainability claims.</li>
<li>Critically reflect on the tradeoffs (environmental, social and governance) organizations face when designing sustainability focused investments.</li>
</ul>
<p> </p>
<p> </p>

Effective Negotiation

Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation abilities, this course heavily emphasizes experiential learning through participant involvement in exercises and simulations, primarily based on negotiation cases from Kellogg and/or Harvard. Throughout the training you will be placed into realistic negotiation settings, and you will need to prepare for, participate in, and analyze negotiations.

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>Negotiating effective agreements is typically viewed as a blend of art and science. Consequently, to assist you in developing effective negotiation abilities, this course heavily emphasizes experiential learning through participant involvement in exercises and simulations, primarily based on negotiation cases from Kellogg and/or Harvard. Throughout the training you will be placed into realistic negotiation settings, and you will need to prepare for, participate in, and analyze negotiations.</p>
<p>This course focuses on developing your negotiating skills as an individual and as a negotiation team member. You will get acquainted with concepts like BATNA (the best alternative to a negotiated agreement), reservation and aspiration points. You will learn about the differences between the distributive and integrative negotiations. You will learn about how to prepare for a successful negotiation and how to create value, besides claiming value, in the negotiation. You will be introduced to various integrative negotiation techniques, such as logrolling, multiple equivalent simultaneous offers, etc.</p>
<p>Given the challenging nature of many negotiations, we will also discuss tactics that break the barriers to cooperation in negotiation and that facilitate joint problem solving in both face-to-face negotiations and in virtual settings. You will be introduced to the basic cognitive biases and heuristics, as well as emotions and learn how they impact the negotiation process and outcomes. Based on the readings, in-class negotiation exercises and discussion, you will learn how to critically analyze your negotiation performance, and how to use the feedback and experiences in improving your negotiation skills.</p>
<p class="subtitle-1">Key themes in the course</p>
<ul>
<li>Incremental and discontinuous innovation are not opposites, they are partners</li>
<li>We love our customers, but we are always out of equilibrium with them</li>
<li>We might serve our customers better by talking with people who are not our customers, and never will be</li>
<li>Good ideas do not just rely upon experts, they require non-experts as well</li>
<li>Innovation thrives when ambiguity is both reduced and enlarged</li>
<li>Creating value is not the same as capturing value</li>
<li>Wide-ranging creativity requires discipline</li>
<li>Bottom-up entrepreneurial innovation thrives under strong, self-confident, top-down leade</li>
</ul>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course you will learn to:</p>
<ul>
<li>Recognize and understand the central concepts of negotiation, and acquire a tool of proven negotiation skills that draw on academic theory and frameworks as well as practical experience</li>
<li>Conduct proper planning and preparation for your individual and team negotiations</li>
<li>Create and claim more value in your negotiations, while improving relationships</li>
<li>Recognize and find ways to counteract manipulative negotiation tactics commonly used in most cultures</li>
<li>Develop skills to effectively and constructively manage emotions and other cognitive biases during negotiation, both your own and those of others</li>
</ul>
<p class="subtitle-1">Who should attend this course</p>
<p>Anyone interested in negotiation and wanting to improve her/his negotiation skills<br />Experienced negotiators seeking a comprehensive basis in the preparation and execution of commercial negotiations.</p>

Ledelsesfilosofi

Dette fag er baseret på den indsigt, at spørgsmålet ”Hvordan leder man?” allerede er filosofisk, fordi det ikke kan besvares, uden at man konfronteres med nogle meget vanskelige spørgsmål. Sådanne spørgsmål omfatter for det første det metafysiske og normative spørgsmål om, hvordan ledelse ideelt set skal se ud. For det andet det eksistentielle spørgsmål om, hvad formålet med vores tilværelse og dermed muligvis også vores ledelse er.

<p><em>Fagets undervisnings- og eksamenssprog er dansk, men der vil forekomme undervisning på engelsk. Deltagere der ønsker at gennemføre eksamen på engelsk kan gøre dette.</em></p>
<h6>Fagets formål og indhold</h6>
<p>Dette fag er baseret på den indsigt, at spørgsmålet ”Hvordan leder man?” allerede er filosofisk, fordi det ikke kan besvares, uden at man konfronteres med nogle meget vanskelige spørgsmål. Sådanne spørgsmål omfatter for det første det metafysiske og normative spørgsmål om, hvordan ledelse ideelt set skal se ud. For det andet det eksistentielle spørgsmål om, hvad formålet med vores tilværelse og dermed muligvis også vores ledelse er. For det tredje det etiske spørgsmål om, hvordan vi bør forholde os selv og til andre, og hvordan ansvarlig ledelse ser ud.</p>
<p>Platons tilgang til ledelse var at spørge, hvordan ledelse ideelt set ser ud. Vi vil overveje hans svar ved at læse nogle af de mest berømte sider i filosofien, nemlig hans allegori om hulen. Vi undersøger, hvordan hans svar ræsonnerer med en moderne forståelse af karismatisk lederskab, med Elon Musk som et nutidigt eksempel. Vores læsning af Platon vil desuden guide os til at reflektere over andre ledelsesidealer, der er tilgængelige i vores kultur, og til at spørge, hvilke ledelsesidealer du selv som leder sætter højt.</p>
<p>Middelalderfilosoffen Machiavelli havde en meget anderledes tilgang til ledelse. Den karakteriseres ofte som "realistisk". Hans centrale spørgsmål var: Hvad skal ledere egentlig gøre for at få magt? Dette spørgsmål er ikke mindre relevant i dag og det kan hjælpe os med at slå bro over de kløfter, som vi oplever mellem ledelse i praksis og vores ledelsesidealer.</p>
<p>Allerede for næsten to hundrede år siden mente Søren Kierkegaard, at tiderne var ekstremt omskiftelige. Det betød for den danske filosof, at det moderne menneske konstant blev konfronteret med nødvendigheden af at træffe flere og flere valg, men samtidigt have færre og færre navigationspunkter. For lederen er det at vælge dagligdag, men selve det ’at vælge’ er for Kierkegaard den alvorligste og fineste evne, mennesket har. Den grunder sig ikke i dette og hint valg, men i det store Enten-Eller, i hvilket mennesket skal vælge sig selv. Dette valg åbner for ’hjertets renhed at ville ét’, det fokuserede engagement i sagen og i de andre mennesker, medarbejderne. Det åbner også for ethvert valg og beslutnings etiske perspektiv, uden hvilket man ikke kan være leder i dag. Sådan ser grundlaget for eksistentiel ledelse ud.</p>
<p>Med Kierkegaard-læseren Hannah Arendt føres vi ind i nutidens rum. Menneskets aktiviteter deler Arendt op i arbejde, fremstilling og handling, og nutidens rum er, for den tysk-jødiske filosof, druknet i arbejde og fremstilling. Vores forbrug og produktion er så omfattende, at det egentlige menneskelige, nemlig den frie handling, bliver marginaliseret. Selv som leder kan du opleve, at du ikke handler frit, og at du derfor måske ligeså godt kan blive erstattet af kunstig maskin-intelligens. Men derved ville vi tabe vores handlekraft og vi ville ikke længere have brug for den for Arendt vigtigste, menneskelige karakter, nemlig vores mod. Hvem er, kort sagt, den modige leder?</p>
<p>For Byung-Chul Han bliver det, slutteligt, centralt for ledelse at håndtere og kritisk reflektere over digitalisering og vores omgang med teknologi. I det Han kalder ”træthedssamfundet” skal balancen mellem den digitale og den analoge praksis hele tiden justeres, understøttet af nyere forskning, der peger på mobiltelefoner og skærme som medvirkende årsager til stress og burn out. Disse patologier hører til nutidens absolut største ledelsesudfordringer.</p>
<p>Dette fag vil ikke løse samtlige de organisatoriske og personlige udfordringer, du står overfor som leder, men filosofien vil bidrage til at du kan få et nyt perspektiv på dem og derfor få nye måder at handle på. Som en filosof engang sagde: "Filosofi er aldrig et hus, det er altid en byggeplads". Med dette fag inviterer vi dig med ind på denne byggeplads for sammen med os at bruge de værktøjer, som filosofien tilbyder, til at gentænke og forandre dit eget lederskab. Sådanne forandringer har betydning for, hvordan du forholder dig til dine kolleger, hvordan dit lederskab er indlejret i dit daglige liv, og hvordan du forholder dig til fremtiden.</p>
<p> </p>
<h6>Hovedtemaer på faget</h6>
<ul>
<li>Forholdet mellem det ideelle og det mulige i ledelse</li>
<li>Ledelse som en eksistentiel udfordring</li>
<li>Ledelse som en etisk kategori</li>
<li>Den accelererende digitalisering af ledelse</li>
<li>Ledelse i organisationer og i samfund under stigende pres</li>
</ul>
<p> </p>
<h6>Dit udbytte</h6>
<ul>
<li>At bruge indsigter fra filosofi, ledelsesteori og din egen praksis med henblik på at løse komplekse ledelsesudfordringer.</li>
<li>Reflektere over dine personlige værdier og din ledelsesstil.</li>
<li>At undersøge de etiske dimensioner af ledelse, herunder værdier og integritet i beslutningstagning.</li>
<li>At analysere det filosofiske grundlag for ledelsesteorier og vurdere deres relevans for moderne organisationer.</li>
<li>At vurdere digitaliseringens indvirkning på ledelse, og analysere de filosofiske og praktiske konsekvenser af denne forandring.</li>
</ul>
<p> </p>
<h6>Deltagerprofil</h6>
<p>Faget henvender sig til ledere, der vil lade deres forestillinger om ledelse og arbejde udfordre af filosofi. Som leder bliver du konfronteret med en stigende grad af kompleksitet i dit arbejde. Det skyldes ikke mindst et udbredt, stærkt forøget personligt engagement arbejdslivet, en tiltagende digitalisering af arbejdspladsen, og de stigende krav og forventninger, topledelse, medarbejdere og omverden sætter.</p>
<p>Dette fag giver dig et sprog og nogle redskaber – det filosofien kalder ’begreber’ – der vil hjælpe dig til bedre at forstå og handle i denne kompleksitet. Filosofi åbner verden op, og stiller både de vanskeligste og de mest uventede spørgsmål. Ved at følge dette fag bliver du derfor en del af en vigtig samtale om både det at være leder og det at være menneske. Disse to roller udgør to afgørende sider af lederskab, og de kan ikke skilles fra hinanden.</p>

Strategisk Salgsmetode og ledelse

I faget strategisk salgsmetode og ledelse lærer du at tænke strategisk over salgstilgangen. Du lærer at analysere virksomhedens omsætningsmetoder, samt understøtte og lede disse, så virksomhedens strategiske mål opnås.

<p class="subtitle-1"><strong>Fagets formål og indhold</strong></p>
<p>I faget strategisk salgsmetode og ledelse lærer du at tænke strategisk over salgstilgangen. Du lærer at analysere virksomhedens omsætningsmetoder, samt understøtte og lede disse, så virksomhedens strategiske mål opnås. Strategi bliver virkeligt for kunder i salgs øjeblikket. Salg er også hvad hele virksomheden lever af. Men salg er under forandring, processerne og mulighederne bliver på engang mere komplekse, og mere automatiserede.; Derfor skal moderne organisationer sammentænke deres strategiske mål med den måde, de sælger deres produkter og ydelser på.</p>
<p>Dette fag har til formål at styrke deltagernes kompetencer i at arbejde strategisk og praktsisk ud fra et solidt teoretisk fundament med linket mellem salg og strategi. Faget har til formål at bygge bro mellem strategien for virksomheden, samt tilgangen til salgsarbejdet og ledelsen heraf. Det gælder helt ned i den enkelte kundetilgang og håndtering Det er derfor en grundantagelse i faget, at salg ikke bygger på tilfældigheder, men er en processuel bedrift, der kan analyseres og forbedres via organisatoriske og ledelsesmæssige tiltag – både overordnet og i de enkelte kunderejser.</p>
<p>Udgangspunktet er en grundig introduktion til salg som proces og metode, herunder en bred gennemgang af de mest aktuelle hovedstrømninger, der adresserer den seneste udvikling inden for feltet. Til dette kobles en række strategiske teorier og værktøjer, der gør studerendedeltagerne i stand til at forstå salgets rolle i strategien, og udarbejde de bedste rammer herfor, indklusiv ledelsesværktøjer såsom lønordninger og feedback modeller. Udover teorier, værktøjer og metoder introduceres de studerende til konkrete cases, der illustrerer de mange facetter og den kompleksitet, der er forbundet med at arbejde strategisk med salg i praksis.</p>
<p>Vi synliggøre nødvendige valg og fravalg på tværs af forskellige organisatoriske sammenhænge hos både den sælgende organisation og kunden. Ved hjælp af denne tilgang forsøger vi at adressere nogle af de udfordringer, der kan være forbundet med at arbejde med strategisk orienteret salg i praksis.</p>
<p class="subtitle-1"><strong>Fagets centrale temaer</strong></p>
<ul>
<li>Salg bygger ikke på tilfældigheder eller talent. Det er metode og proces. Derfor kan salgsindsatsen analyseres og understøttes af .</li>
<li>Hvis der ikke er et klart link mellem virksomhedens strategi og den udførte salgsindsats vil begge dele fejle.</li>
<li>Hvordan en strategisk optimale salgsproces ledes og organiseres med brug af data og automatisering.</li>
<li>Hvordan redskaber, teorier og modeller kan understøtte den konkrete salgsindsats uden at forsimple de komplekse der er mellem salgseffektivitet og virksomhedens samlede mål.</li>
</ul>
<p class="subtitle-1"><strong>Dit udbytte</strong></p>
<p>Du vil lære at:</p>
<ul>
<li>Tænke og handle strategisk i salgstilgang så tilgang og resultater underbygger virksomhedens strategi og matcher dens organisation og kultur i en organisatorisk sammenhæng.</li>
<li>Identificere hvilke data, der er relevante og nødvendige for at foretage en grundig analyse af salgsindsatsen. Herunder identificere hvilke KPI’er, der kan fremme den rigtige indsats og de ønskede resultater.</li>
<li>Hvordan virksomhedsstrategi kan udmøntes i salgsarbejdet, og forbindes med kundens ønsker, samt skabe en understøttende salgstilgang.</li>
<li>At vælge de bedst egnede analytiske redskaber og tilpasse dem til den specifikke situation</li>
</ul>
<p class="subtitle-1"><strong>Deltagerprofil</strong></p>
<p>Dette fag henvender sig til alle, der ønsker en større forståelse af salg og dettes samspil med strategi. Det er både relevant for profilen, der selv sælger eller leder salgsindsatser, men også for andre funktioner med indirekte berøring til salg, eksempelvis strategifunktioner, marketing, indkøb og lignende. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Servitization and Service Management

<p class="subtitle-1"><strong>Purpose and description of the course</strong></p>
<p>This course is about how to successfully compete with services. The service sector has become the backbone of economic development in many countries, including Denmark. Services have repeatedly proven to help companies defend their market share, be resilient, and compete successfully even in volatile, uncertain, complex, and ambiguous environments. Across industries, firms are increasingly adding more services to their existing product portfolio to remain competitive, a process called ‘servitization’. However, such service-based competitiveness requires a deep understanding of customer needs and how to effectively and efficiently address them.</p>
<p>This course provides a toolbox of different concepts, models, and approaches for how any firm can achieve and further develop competitiveness from services. Participants will gain a detailed understanding of the complexities and interdependencies that characterize different service-based business models and how to manage them. Specifically, we will be addressing the following questions:</p>
<ul>
<li>What is so special about services and why should firms and customers care about them?</li>
<li>Service business models: How to get it right?</li>
<li>Good service quality: How to get there?</li>
<li>Competitiveness from service provision: How to stay ahead?</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Key themes in the course</strong></p>
<ul>
<li>Foundations of services marketing and service management</li>
<li>Opportunities for value creation through services</li>
<li>Service quality and service recovery</li>
<li>Ensuring customer centricity in the service business models</li>
<li>Transforming and infusing existing business models with services</li>
<li>Digitalization and innovative service business models</li>
</ul>
<p> </p>
<p class="subtitle-1"><strong>Your learning outcome</strong></p>
<p>In this course, you will learn to:</p>
<ul>
<li>Define a specific service management problem arising in a practical setting.</li>
<li>Apply the theories and models of the course to analyze this problem.</li>
<li>Critically reflect on how to design and analyze processes and delivery models that can support servitization and service management.</li>
</ul>
<p class="subtitle-1"><strong>Who should attend this course</strong></p>
<p>The course aims at all managers, generalists, and specialists who are interested in learning more about the opportunities of service-based business models and their opportunities to achieve competitiveness.</p>
<p>Are you already working in a service environment? Then this course will help you revise and improve the ways in which you address customer needs and how to stay ahead in light of new technologies and innovative service business models.</p>
<p>Are you working in a product-centric environment? Then this course will help you understand the opportunities of service-based competitiveness, such as new revenue streams, increasing profitability, generating data-driven customer insights, creating closer bonds with customers, or locking out competitors.</p>

Finans: Digitalization of Finance

The course "Digitalization of Finance" will focus on the ways in which digital technologies are changing the rules of competition in finance. Instead of competing on scale and fortified business positions, competition is turning to speed and digital innovations.

Digitalization of Finance

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers. </em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p><em>Risk Management and Compliance</em><br /><em>Governance, Sustainability and Ethics </em><br /><em>Digitalization of Finance</em> </p>
<p> </p>
<p><strong>Purpose and description of the course</strong></p>
<p>Digital technologies are fundamentally transforming the ways in which organizations create value from business activities, processes, products, and services. The financial sector is no exception, actually it is one of the most digitalized industries. Interestingly, the financial sector was one of the most stable and conservative industries, but is now facing dramatic changes. This course focuses on the new digital reality that the financial industry faces, including the thousands of FinTech startups that are challenging the stability of the industry, the Internet giants like Apple, Google, Amazon, and Alibaba that are rushing to claim a piece of the pie, the new technologies that fundamentally transform banking processes, and the regulatory changes that force the industry to open up. All these changes must be understood to ensure a prosperous and healthy financial sector.</p>
<p>This course will focus on the ways in which digital technologies are changing the rules of competition in finance. Instead of competing on scale and fortified business positions, competition is turning to speed and novelty of digital innovations. Instead of competing only as individual firms, companies compete in ecosystems and through digital platforms. So, in this course we cover how digitalization transforms the rules of competition. We will discuss the role of FinTech that carries this transformation, and how companies in the financial service must develop the means to compete on digital innovation. Furthermore, this course will also revisit the basics of financial industries, namely money and payments.</p>
<p> </p>
<p><strong>Key themes in the course</strong></p>
<ul style="list-style-type: circle;">
<li>Digital innovation</li>
<li>Fintech</li>
<li>Competition</li>
<li>Money and payments</li>
</ul>
<p> </p>
<p><strong>Your learning outcome</strong></p>
<ul class="LearningObjectivesBulletList" style="list-style-type: circle;">
<li>Identify and explain opportunities and challenges of digitalization of finance for your own organization or a new venture.</li>
<li>Demonstrate how course concepts, frameworks, and theories can be used for analyzing the opportunities and challenges of digitalization of finance.</li>
<li>Reflect upon the theoretical and practical implications of the analyses.</li>
</ul>

Finance: Risk Management & Compliance

Tom Kirchmaier, Professor

<p>Copenhagen Business School </p>
<p>Department of Accounting</p>
<p>tk.ccg@cbs.dk</p>

The course "Risk Management and Compliance" will offer participants a solid insight into compliance and regulations, including a deeper understanding of the importance of compliance, risk identification and risk management.

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers.</em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p><em>Risk Management and Compliance</em><br /><em>Governance, Sustainability and Ethics</em><br /><em>Digitalization of Finance</em></p>
<p> </p>
<p><strong>Purpose and description of the course</strong></p>
<p>The finance sector is experiencing increasing regulations, pressures from various stakeholders for sustainability inclusion as well as challenging market environment and low RoA. With all these turbulent pressures comes the need to understand, identify and mitigate the risks they create and to comply with ever more stringent regulations. It is therefore important that finance employees are equipped with skills and knowledge to take on the risk management and the compliance role. Moreover, the aim is to have participants becoming more confident in their current role within their organization or inspire them in their career goals.</p>
<p>This course gives an overview over the regulatory, market and technological pressures the finance sector is experiencing, overview of risks, risk appetite and risk mitigation. It then discusses the compliance dimension, which logically follows on the back of understanding risk. This theme will be grounded in a real life cases and theoretical perspectives of the challenges experienced by companies.</p>
<p> </p>
<p><strong>Key themes in the course</strong></p>
<ul style="list-style-type: circle;">
<li>Regulation and Compliance</li>
<li>Risk identification</li>
<li>Risk Management</li>
<li>Organizational understanding</li>
<li>Empirical data</li>
</ul>
<p> </p>
<p><strong>Your learning outcome</strong></p>
<ul style="list-style-type: circle;">
<li>Demonstrate an understanding of how to think about risks and what to measure, different ways to enforce compliance and the value for the financial sector.</li>
<li>Identify and explain theories and models in your own organization or other chosen empirical context.</li>
<li>Evaluate and reflect on the big picture of compliance and risk management.</li>
</ul>
<p> </p>
<p><strong>Who Should attend this course</strong></p>
<p>The specialization is designed for the experienced employee within the financial sector. Employees, including managers, who need to improve and develop their competencies, and who are looking to understand how to integrate their current or future compliance and risk management work within the overall value chain of their company are encouraged to apply. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Risk Management & Compliance

Life Science: Managing Open innovation

This course provides the foundation for managing open innovation processes for Life Science firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, such as sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation.

Life Science: Business Development

<h6>Purpose and description of the course</h6>
<p>This course provides the foundation for managing open innovation processes for Life Science firms. Comparing closed to open innovation approaches, the course focuses on outside-in open innovation processes, such as sourcing external knowledge from and collaborating with users, universities, suppliers, competitors, and the like for generating innovation. Moreover, the course discusses the interplay between innovation, exploration, exploitation, and search, and the growing importance of efficient search approaches across widely distributed sources of innovation. More specifically, we will discuss the concepts of local vs. distant search and related search methods for accessing and leveraging innovation-relevant knowledge.</p>
<p>The Managing Open Innovation course will particularly highlight the role of users and user communities as a source of innovation. The course will discuss corporate finance and how value innovation projects can be calculated. Finally, the course will introduce participants to concrete search applications, such as crowdsourcing for generating inputs to organisations’ innovation processes.</p>
<p> </p>
<p> </p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Open vs. closed innovation approaches</li>
<li>Open innovation management and processes</li>
<li>Distributed sources of innovation</li>
<li>Open innovation methods for outbound, inbound and coupled innovation processes</li>
<li>Organizational antecedents of open innovation.</li>
<li>Calculation of the value of innovation</li>
</ul>
<p> </p>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Develop a sound understanding of the open innovation approach</li>
<li>How to effectively search across and collaborate with different sources of innovation (internal and external to an organization) to develop innovations</li>
<li>Create and capture value in open innovation</li>
<li>Design and implement open innovation activities in firms.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from Pharma-, BioTech-, and MedTech-business, who are interested in influencing their workplaces and careers by gaining insights into different innovation practices.</p>
<p><em>Participants signed up for the specialization business development of the lifesciences are eligible for the course.</em></p>

<h6>Fagets formål og indhold</h6>
<p>Alle organisationer er nødt til at forstå deres forretning – samt at finde måder at udvikle (dvs. forandre, innovere og udskifte) deres forretning om nødvendigt. Dette fag giver redskaberne og indsigterne til at analysere forretningsmodeller, påpege udfordringer ved eksisterende forretningsmodeller, og til at beskrive nye forretningsmodeller. Faget giver ydermere indsigt i implementeringen af innovationer i forretningsmodellen med henblik på strategiudvikling – heriblandt hvordan strategi bliver realiseret gennem et samspil mellem planers intentioner og pludseligt opståede begivenheder.</p>
<p>Ejendomssektoren i Danmark er ikke længere en rent dansk branche. Der er mange internationale operatører og virksomheder, og som konsekvens heraf, sker udviklingen og forandringerne i sektoren stort set i samme tempo som i andre lande. Mao. er forandringerne næsten de samme, hvorfor det giver mening at orientere sig om udviklingen i disse andre lande.</p>
<p>Nogle af de forandringer vi er vidne til handler om digitalisering – både af forretningsmodeller og processer, stigende grad af selvbetjening blandt lejere, ESG sætter sit aftryk i form af nye krav til både de færdige bygninger og byggeprocesserne, samtidig med at investeringsmiljøet er under forandring. Større krav til fleksible bygninger, større fleksibilitet i lejekontrakternes varighed og omfang (kunne skalere op og ned), og ikke mindst større krav til hvorledes bygninger kan udnyttes og udvikles.</p>
<h6>Fagets centrale temaer </h6>
<ul style="list-style-type: circle;">
<li>Virksomheders målsætning</li>
<li>Elementerne i en forretningsmodel</li>
<li>Sammenhængen i en forretningsmodel</li>
<li>Udfordringerne for en forretningsmodel</li>
<li>Udvikling af forretningsmodeller og innovation</li>
<li>Strategiformulering og -udvikling</li>
<li>Strategi ud fra et projektperspektiv</li>
<li>Afvigende adfærd og organisatoriske rebeller</li>
<li>Forretningsudvikling som en bevidst proces</li>
<li>Håndtering af vækstmuligheder<br /><br /></li>
</ul>
<h6>Dit udbytte</h6>
<ul style="list-style-type: circle;">
<li>Være i stand til at sammenligne, kombinere og tilpasse forskellige værktøjer og teorier fra faget.</li>
<li>Være i stand til at bruge tilpassede værktøjer og teorier til analyse af konkrete forretnings-udviklingscases og at komme med ledelsesmæssige konklusioner på basis af analysen.</li>
<li>Være i stand til at argumentere for, hvorfor den konklusion er relevant for den specifikke organisation i dens specifikke situation.</li>
</ul>
<h6>Deltagerprofil</h6>
<p>Faget er relevant for dig, der ønsker at opnå stor indsigt i forretningsudvikling som emne og i de forskellige måder at anskue virksomheders forretningsudvikling på. Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

All firms need to understand their business and find ways to develop it, and if necessary, change it. The course in business development gives you the tools and insights to analyse and pin-point challenges with existing as well as new business models. The course provides the foundations for managing business development and different innovation processes including open innovation processes in firms.

<h6>Purpose and description of the course</h6>
<p>All firms need to understand their business and find ways to develop it, and if necessary, change it. The course in business development gives you the tools and insights to analyse and pin-point challenges with existing as well as new business models. The course provides the foundations for managing business development and different innovation processes including open innovation processes in firms.</p>
<p>The course gives insight into the challenges confronted by the Life Sciences. It looks at the implementation of business development practices with effects on strategy development – including how strategy is realised through plans and emerging events.</p>
<p>Moreover, the course discusses the interplay between product categories in new combination, products and the necessary supporting business development activities. Digitalisation of products, processes and innovation and the convergence of Pharma-, BioTech-, and MedTech-industries is investigated. Different business agreements such as licensing agreements will be discussed. Finally, business development activities such as crowdsourcing and accelerator models will be introduced in more detail.</p>
<p> </p>
<h6>Key Themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The elements, connections and challenges in a business model</li>
<li>Development of business models and business development activities</li>
<li>Distributed sources of innovation</li>
<li>Co-opetition</li>
<li>The balance between value generation and value capture</li>
<li>Licensing and IP rigths</li>
<li>Management of growth</li>
<li>Deviant behavior and organizational rebels</li>
</ul>
<p> </p>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Improve your ability to analyze business models in biobusiness</li>
<li>Develop your ability to understand and introduce changes in business models and business development practices</li>
<li>Develop a sound understanding of value creation and value capture in biobusiness</li>
<li>Acquire knowledge about how to create collaboration models in biobusiness</li>
<li>Develop skills to successfully license innovation activities in firms</li>
<li>Acquire knowledge about how to change the competitive game</li>
<li>Develop and understand digitalization and its effect on the life sciences</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course is relevant to managers from Pharma-, BioTech-, and MedTech-business, who are interested in influencing their workplaces and careers by gaining insights into different business development practices.</p>

Business Development

With this course you'll be given tools to analyse and develop business models that relate to the organisation and strategy in your company

<h6 class="subtitle-1"><strong>The aim and content of the course</strong></h6>
<p>In all companies, there should be an openness and ability to understand, develop and, if necessary, change their business.</p>
<p>With the course ”Business Development” you’ll receive the tolls and insights you need to be able to analyse and pinpoint challenges within the existing as well as new business models. During the course, you’ll also gain insight in how to implement innovations in the business models with respect to strategy development – including how strategy is realized through an interaction between the intended plans and sudden occurrences.</p>
<p>Business development should be seen in relation to development of the business model as well as development of the strategy. Business Development as an organisational function often focuses on the systemic handling of opportunities for growth that take place within the existing business model and strategy. However, business development as an organisational practise necessitates a broader perspective that also includes changes to the strategy.</p>
<p>Business Development as an organisational practice poses the question: ”How do we develop our business?” This entails a systemic handling of growth opportunities that require changes in the business model and/or the strategy. To be able to give a solid overview of business development, these two aspects will be studied in combination, with the main focus being on changes to the business model as well as the related problems and implications.</p>
<p> </p>
<h6 class="subtitle-1"><strong>Central themes of the course</strong></h6>
<ul style="list-style-type: circle;">
<li>Business targets</li>
<li>Elements in a business model</li>
<li>The inter-connection with a business model</li>
<li>Challenges to a business model</li>
<li>Development of business models and innovation</li>
<li>Strategy formulation and development</li>
<li>Strategy from project perspective</li>
<li>Deviant behaviour and organisational rebels</li>
<li>Business development as a conscious process</li>
<li>Handling of growth opportunities<br /><br /></li>
</ul>
<h6><strong>Your take aways</strong></h6>
<ul style="list-style-type: circle;">
<li>An ability to compare, combine and adapt tools and theories from the course</li>
<li>An ability to use customized tools and theories to analyze specific business development cases and to come up with managerial conclusions based on the analysis</li>
<li>An ability to argue why that conclusion is relevant to the specific organization in its specific situation</li>
</ul>
<p> </p>
<h6><strong>Participant profile</strong></h6>
<p>The course is relevant for anyone who wish to gain insight into business development as a topic as well as the different ways in which you can observe business development in companies.  The course can be taken as a single course or as part of the Master of Business Development.</p>
<p> </p>

The course Strategic communication teaches you to use communication models, theory and methods to understand and solve practical communication challenges.

<h6>Purpose and description of the course</h6>
<p>In complex, volatile and sometimes hostile environments, it is necessary for organizations to work professionally with their communication. Increasingly, therefore, organizations consider and handle communication as a strategic management issue. As a consequence, communication tasks increasingly go beyond formal organizational boundaries and involve many different professional disciplines.</p>
<p>The course presents and discusses the practical implications of these changes by drawing on a variety of literatures, including theories of strategy, organization, public relations, marketing and management.</p>
<p>The aim is to make it possible for participants to understand how organizations work with strategic communication in practice, how they seek to communicate more effectively and how different ways of communicating shape an organization and its relationships with the outside world.</p>
<h6><br />Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Holistic thinking in communication and strategy</li>
<li>Increased world complexity</li>
<li>Stakeholder perspective on the company's communication</li>
<li>Issues management and crisis communication</li>
<li>Interaction between internal and external communication</li>
<li>The company's communicative and strategic resources</li>
<li>The relationship between speech and action</li>
<li>Openness and transparency.</li>
</ul>
<h6><br />Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Ability to use the concepts, techniques, models, processes, theories and perspectives to identify and analyse concrete communicative problems.</li>
<li>Ability to explain connections between business problems and communication strategies.</li>
<li>Ability to relate critically to specific concepts, techniques, models, processes, and theories and articulate their strengths and limitations.</li>
</ul>
<h6><br />Who should attend this course</h6>
<p>The main target group for the course is leaders and managers interested in understanding the possibilities and limitations of using communication strategically in a variety of organizational practices. To develop such understanding, participants must be willing and able to explore and problematize common-sense understandings of communication, including its assumed purposes, audiences, and effects. Such approach helps participants interact in qualified ways with consultants and other experts in the field.</p>

Pricing & Value Management

How can firms use pricing as a strategic lever to increase a focus on value generation?

<h6>Purpose and description of the course</h6>
<p>Pricing is a main driver of firms’ profitability and successful business development. However, in many firms pricing has been neglected and is often used only for meeting short-term financial goals. Furthermore, pricing decisions are often based on cost information or competitive positions. Such an approach does not leverage the full potential of pricing. Therefore, this course focuses on how firms can use pricing as a strategic lever to increase a focus on value generation and profitability.</p>
<p>The course sets off with sessions focusing on value-based pricing and the techniques used for price setting including segmented pricing and bundling.  A particular focus is here on how to estimate customer value and how to affect customers’ perception of value through insights from behavioral economics. The course then moves on to the role of costs in pricing: here you will learn how to estimate customer profitability through more elaborate cost analyses. The third day focuses on how to control and detect margin leakage through analysis of sales discounting practices and how to coordinate pricing and product/service development. Finally, the last day provides a session on future perspectives where topics such as pricing of services, greening, and the use of Artificial Intelligence (AI) in pricing are discussed. The last day will also provide a forum for discussing the synopsis and helping you apply and fit theories and models to problems in your organization.</p>
<p>The pricing course in general offers a number of tools and models that helps firms develop their pricing practices, structures and processes. However, pricing is not just a discipline requiring technical insights into the tools of pricing. Pricing require people and change management skills and insights into human behavior. For such reasons, the course also discusses more theoretical and reflective elements. For example, the course discusses behavioral economics in order to understand customer reactions to changes in pricing practices but also how insight in to human behavior can be used to affect customers’ perception of value. The course approach is furthermore interdisciplinary, drawing on marketing, economics and organizational perspectives, in order to generate a comprehensive understanding of pricing that makes it possible to make tools, theories and models relevant to participants in different professional contexts.</p>
<p>The course will be delivered in the following manner. Each session starts out with discussing a particular challenge as well as models, theories and techniques for analyzing and solving them. Following this, the session will move on to more detailed work on challenges and solutions through simulations, exercises, and workshops.<br /><br /></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Techniques and tools for price setting.</li>
<li>Value driven approaches to pricing including segmented pricing, bundling, and the calculation of customer value through conjoint analysis.</li>
<li>Human behavior including how biases, fairness concerns and heuristics affect customers’ perception of value.</li>
<li>The use of cost information in pricing with a focus on cost to serve and customer profitability analysis.</li>
<li>Organization and governance of pricing, including techniques for analyzing sales discounting behavior, pricing policies, and change management perspectives</li>
<li>Pricing strategies for services and servitization.</li>
<li>The use of AI in pricing.<br /><br /></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Acquire knowledge about strategies to tackle key challenges in pricing.</li>
<li>Develop an understanding of and train the techniques of pricing including approaches to price setting, pricing policies, behavioral aspects of pricing, organization and governance of pricing, and pricing of services.</li>
<li>Apply theories and models of the course to your own organization.</li>
<li>Get a comprehensive understanding of pricing focusing on value and encompassing market, economic, and organizational perspectives.<br /><br /></li>
</ul>
<h6> Who should attend this course</h6>
<p>This course is relevant for all interested in getting a comprehensive understanding of the techniques, theories, and practices of pricing. This includes participants from general management, project management, product development, marketing, finance, consulting and pricing.</p>

Blockchain for Digital Transformation in Practice

The course Blockchain for Digital Transformation provides you with insights and tools for harnessing blockchain technology to inspire value generating digital transformation and new business models that are applicable to any business sector.

Blockchain for Digital Transformation

<h6>Purpose and description of the course</h6>
<p>Blockchain, mostly known as the backbone technology behind Bitcoin, is one of the most intriguing and potent technologies in the digital age. Similar to the Internet’s effect on the distribution and availability of information, blockchain technology has the potential to drive digital transformation that disrupts multiple industries by making transactions and processes more efficient, more secure, more transparent, and more democratic. If the blockchain lives up to its potential, it can provide a secured decentralized information infrastructure that is conducive to efficient value chains and massive horizontal integration across customary institutional boundaries.  For example, Maersk and Walmart use blockchain to slash mounting administrative costs of supply chain management while increasing tracking accuracy; and central banks aspire to use blockchain beyond cryptocurrencies to provide more efficient digital currencies and secure global payment infrastructure.</p>
<p>Global organizations and governments, as well as startup companies and investors, have all identified blockchain as a revolutionary technology that can drive digital transformation. Building on this vision, we will explore the unique features and the consequent new business models of blockchain technology to figure out how it can drive innovation and generate business value.</p>
<p>The course is designed to prepare highly valued professionals for leveraging blockchain technology in digital transformation initiatives and ventures in a wide array of industries, such as the financial sector, logistics, pharmaceutical, healthcare, and public administration. In the context of today’s technology-intensive environment, business development is the vehicle of sustainable growth and competitive advantage. Overall, the course provides the tools for generating new blockchain-based business models that can be applied in legacy organizations as well as in new business ventures. The course provides not only a framework for understanding blockchain technology in the context of the digital age and organizational settings but also a language to communicate its dynamic characteristics and interdependencies.<br /><br /></p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Foundations of blockchain and distributed ledger technologies</li>
<li>A strategic approach to blockchain-enabled digital transformation</li>
<li>Blockchain mechanics and Proof of Concept</li>
<li>The value chain of Blockchain</li>
<li>Digital assets, NFTs, payment systems and cryptocurrencies</li>
<li>Blockchain business models as a driver of digital transformation<br /><br /></li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and explain the theories, concepts and technologies that were presented in the course, including their key terminology, underlying assumptions, and how they relate to one another.</li>
<li>Demonstrate how the theories, concepts and technologies that were presented in the course were applied in the process of developing the prescribed blockchain project.</li>
<li>Exhibit the ability to apply blockchain technology through a written assignment that describes the blockchain innovation project and a tangible prototype that illustrates it.</li>
<li>Evaluate the blockchain innovation project through theory-based critical assessment and discuss the results, including how to mitigate the prevailing challenges as well as how to move ahead with the development of the underlying project.</li>
</ul>
<h6>Who should attend this course</h6>
<p>This course is designed for managers, business developers, digital officers, consultants, policymakers, and others who are involved in generating business value with digital technologies. Blockchain-driven digital transformation is applicable to the financial, logistics, pharmaceutical, healthcare, public administration, and any other business sector. No prerequisite knowledge is required. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Finance: Corporate Governance, Sustainability & Ethics

This course "Corporate Governance, Sustainability and Ethics" will combine discussions of corporate governance concepts and empirical evidence with practical examples and business cases.

<p><em>From a managerial perspective, the financial sector is moving from being stable, conservative, closed, and local to being disrupted by new entrants and internet giants with very different industry dynamics and risk profile. Fundamentally, this requires a complete rethinking of governance, strategic risk, and compliance (GRC) issues. The intention is to give participants a strong, skill based, value driven, and ethical foundation for their careers. </em></p>
<p><em>This course is a part of the new specialization in Governance, Risk Management and Compliance. The course can be taken separately, as a single course, or in combination with the two other courses constituting the GRC specialization. It is possible to integrate the specialization or the course within the full master degree in Business Development (MBD).The GRC specialization consists of three courses:</em></p>
<p>Risk Management and Compliance<br />Governance, Sustainability and Ethics<br />Digitalization of Finance </p>
<h6>Purpose and description of the course</h6>
<p>In response to the financial crisis of 2008, Alan Greenspan remarked: “I made the mistake in presuming that the self-interests of organizations, specifically banks and others, were such that they were best capable of protecting their own shareholders and the equity of the firm”. The statement is still highly relevant in light of recent scandals across industries, including the financial sector. From the governance perspective evidence suggests failure across the board – risk management systems, functioning of boards, designation of remuneration and incentives schemes, and effectiveness of supervisory and regulatory bodies. In the theme, we will discuss how corporate governance helps financial institutions deal with these issues. We will do so by combining discussions of corporate governance concepts and empirical evidence with practical examples and business cases. The aim is to equip theme participants with the knowledge necessary to critically analyse the various aspects of corporate governance and contribute to the decisions concerning the governance activities in a corporation.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Governance perspective</li>
<li>Board work</li>
<li>Internal control</li>
<li>Ethical and sustainable management</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Define a corporate governance, sustainability or ethical problem in own organization or other empirical context.</li>
<li>Apply theories of the course to the analysis of the corporate governance, sustainability or ethical problem</li>
<li>Critically reflect on the theoretical and practical implications of the analysis.</li>
</ul>
<h6>Who should attend this course</h6>
<p>The specialization is designed for the experienced employee within the financial sector. Employees, including managers, who need to improve and develop their competencies, and who are looking to understand how to integrate their current or future compliance and risk management work within the overall value chain of their company are encouraged to apply. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Corporate Governance, Sustainability & Ethics

Digital Strategy

This course is about how to strategize in the digital economy. As digital technologies are diffusing into all domains of societal and economic activity, businesses are under increasing pressure to transform their strategic outlook in order to prepare against disruption and to exploit new opportunities.

<h6>Purpose and description of the course</h6>
<p>This course is about how to strategize in the digital economy. As digital technologies are diffusing into all domains of societal and economic activity, businesses are under increasing pressure to transform their strategic outlook in order to prepare against disruption and to exploit new opportunities. At the core of such transformation lies a winning digital strategy that puts business and organizational considerations at the center rather than chases one digital trend after the other.</p>
<p>Following our mantra of “strategy first, technology second”, this course will focus on a few major and lasting themes that are unique to the digital economy and the unprecedented challenges these pose to digital strategy. Challenges include the new rules of competing in the data economy, the exploitation of digital information goods, and the prevalence of accessing rather than owning strategic assets. Each major theme will be approached by combining engaging discussions with interactive case studies, teaching practical tools and methods that can be implemented in any organization.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The main challenges of digital strategy and how to tackle them</li>
<li>Innovating digital information goods and services for customers</li>
<li>Leveraging digital data as a strategic asset</li>
<li>Harnessing the scalability of digital production and collaboration</li>
<li>Sustainable and responsible digital growth</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Ability to identify the distinctly unique attributes of digital strategy</li>
<li>Ability to apply concepts of digital strategy to real life situations</li>
<li>Ability to reflect about the relevance and application of concepts of digital strategy</li>
<li>Ability to evaluate strategic options and avenues in the digital economy</li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is designed for practitioners who are involved or want to get involved in developing new business strategies fit for the digital era. The concepts and skills taught in this course apply regardless of industry or sector.</p>

Future Marketing

Faget introducerer dig for nye tendenser inden for marketing og forbrugeradfærd. Her berøres bl.a. emner som big data, neuromarketing og platform disruption.

<h6>Fagets formål og indhold</h6>
<p>I dette kursus udforsker vi nye metoder og tendenser indenfor Marketing, både i praksis og forskning, og deres evne til at skabe innovative og/eller disruptive strategiske tilgange til et givet marked. Vi vil også teste deltagernes managerial mindsets, og viser hvordan disse begrænser lederne i deres interaktion med kunder, herunder benyttelsen af nye teknologier (e.g., Big Data, sociale medier). Disse indsigter vil hjælpe dig med at vurdere brugbarheden af nye tendenser indenfor markedsføring, og forhåbentligvis hjælpe dig med at optimere din virksomheds strategiske orientering, og dets forståelse og engagement med slutbrugerne, samt forbedre dine taktiske tiltalg. I dag -til- dag oversigten er der ni sektioner. Det er muligt, at nogle sektioner bliver lidt længere, og andre lidt kortere alt efter deltagernes involvering og interesse.</p>
<h6>Fagets centrale temaer</h6>
<ul style="list-style-type: circle;">
<li>Nye tendenser inden for marketing og digital markedsføring som fx neuromarketing, eksperimenter med cognition, big data, small data, social media, mindsets, platform disruption, etiske og juridiske forhold omkring anvendelse af forbrugerdata m.m.</li>
<li>Relevansen af de enkelte metoder i forhold til taktiske og strategiske indsatser i den enkelte virksomhed</li>
<li>Styrker og svagheder ved disse nye metoder set i forhold til de givne markedsvilkår.</li>
</ul>
<h6>Dit udbytte</h6>
<p>På dette fag vil du lære at:</p>
<ul style="list-style-type: circle;">
<li>Identificere og forklare et problem med relevans for Marketing i egen organisation eller anden valgt empirisk kontekst.</li>
<li>Demonstrere hvordan fagets metoder og teorier kan anvendes strategisk til at analysere problemet.</li>
<li>Evaluere og reflektere over de teoretiske og praktiske implikationer af analysen ud fra mindst tre valgte metoder/teorier ud af de afdækkede hovedområder i faget.</li>
</ul>
<h6>Deltagerprofil</h6>
<p>Dette fag henvender sig til alle, der har behov for at forstå marketing i en strategisk og ledelsesmæssig sammenhæng, og som er interesserede i at kunne gøre brug af innovative og relevante metoder og markedsmekanismer inden for marketing.</p>
<p>Faget kan tages som enkeltfag eller som en del af din samlede Master of Business Development.</p>

Designing Digital Workplaces of the future

In this course, we will explore the key elements of the future digital workplace – Technology, Workforce, New Ways of Working, and Leadership – within the strategic and practical framing of digital workplace design and transformation.

<h6>Purpose and description of the course</h6>
<p>In this course, we explore four inter-related elements of the digital workplace:</p>
<p>1. Technologies of the digital workplace<br />2. The digital workforce<br />3. New ways of working<br />4. Leadership</p>
<p>The technological environment that enables information sharing, collaboration, and communication is at the heart of the digital workplace. Technology is thus the first element of the course, where we will discuss the necessary digital capabilities that organizations must have. Crucially, however, a digital workplace is unlikely to be fully virtual; we thus also consider how hybrid digital-physical spaces will be key in the future.</p>
<p>The workforce is the second critical element of a digital workplace. We will look into the workforce trends of the future and raise some of the dilemmas related to such trends. We will also discuss what makes the digitally savvy workforce tick and how the workforce of the future is changing with respect to competencies and skills enhanced by digital technology.</p>
<p>The third element is the various novel work practices that constitute the digital workplace. We will look at new ways of working at an individual, team, and organizational level -and discuss what boosts work-life flexibility, worker agility, and engagement. We will critically reflect on new work trends and their role in workforce management.</p>
<p>Finally, the fourth element of the course is the role of leadership. In a digital workplace, it is crucial to consider how different leadership styles together can provide effective sensemaking around a new digital workplace arrangement and foster new ways of working such as employees managing their own work and agile teams.</p>
<p>It is important to consider the synergies between the four elements when designing a digital workplace. Furthermore, a successful digital transformation is not a technology-driven endeavor; rather, it is a cultural and organizational transformation. We will conclude this course by discussing digital workplace design and transformation as key enablers of organizing for digitalization.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Foundations of the digital workplace: Digital capabilities and technologies, hybrid digital-physical spaces and digital workforce</li>
<li>Emerging new ways of working (i.e., structures, processes, and activities) and novel leadership styles supporting and enhancing the digital workplace</li>
<li>Broader business transformations enabled by digital workplace</li>
<li>Critical reflections on new technological and workforce management trends.</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify and describe a digital business transformation need (or an ongoing transformation) that could be enabled by the different elements of the digital workplace, as discussed during the course.</li>
<li>Convincingly argue for the best combination of elements to develop a specific instance of a digital workplace that enables the identified business transformation need.</li>
<li>Reflect on the different opportunities and threats that the proposed digital workplace may create.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>The course targets managers and professionals interested in understanding, developing, and managing the digital workplace – with new forms of collaboration, engagement, and innovation to satisfy a digitally savvy workforce, thereby accelerating productivity and agility, as well as facilitating the broader digital transformation of business.</p>

Creating Value Driven Supply Chain

The course teaches you to manage relationships and identify value creation opportunities within the supply chain

<h6>Purpose and description of the course</h6>
<p>The ability to design and manage processes and supply chains is a key competence in modern business development. Today, in order to innovate, develop, produce and deliver services and products, modern supply managers need to engage intelligently in the design and execution of complex business relationships, information technologies, logistics, global supply chains and performance measurement systems. These are all core themes in this course, which will cover the latest developments in research and practices in these areas with a special focus on business development and the agile, robust and innovative supply chain.</p>
<h6>Key themes in the course</h6>
<p>Operations and supply chain management as enablers of business development<br />Business models for managing global supply chains<br />Supply chain value creation<br />Performance management in the agile, robust and innovative supply chain.</p>
<h6>Your learning outcome</h6>
<ul class="LearningObjectivesBulletList" style="list-style-type: circle;">
<li>Identify problems of relevance to creating value-driven supply chains</li>
<li>Apply theories and models to analyze problems of relevance to creating value-driven supply chains</li>
<li>Critically reflect on the theoretical and practical implications of the analysis</li>
</ul>
<h6>Who should attend this course</h6>
<p>The target participants of the course are managers and specialists who are interested in understanding the latest developments in research on operations and supply chain management. The course is relevant for managers and specialists working with process management, operations management or supply chain management on a daily basis. The course is also relevant for professionals in related fields (e.g. sales, marketing, general management, finance etc.) that would like to obtain insights on the latest developments within operations and supply chain management. The course can be taken as a single course or as part of a full Master of Business Development.</p>

Real Estate: Developing Digital Business

<h6>Purpose and description of the course</h6>
<p>Digitalization is changing the conditions for real estate. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but that have digital components inseparably inscribed into their business processes and value proposition. At the heart of this digital transformation rests an increased orientation towards digitally enabled business ecosystems and platform-based business models.</p>
<p>During the first two days of the course, we focus on the logic of digital economy and the emergence of competition in business ecosystems. The following two days we will cover how firms compete with platforms; how to build a platform business and how to build and extend businesses on someone else’s platform. Across the four days, we will also familiarize us with the technologies that creates the conditions for the digital transformation in real estate, including blockchains, IoT, artificial intelligence, 3D printing and robots. We will put these developments into an extended real estate context, spanning from construction to property markets and facility management.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>The new competitive rules of the digital economy</li>
<li>The platform business model</li>
<li>Building the platform business</li>
<li>Managing the platform business</li>
<li>Digital business ecosystems</li>
<li>The value of co-creation with partners</li>
<li>Harnessing the power of a crowd</li>
<li>Joining a digital ecosystem.</li>
</ul>
<h6>Your learning outcome</h6>
<p>In this course, you will learn:</p>
<ul style="list-style-type: circle;">
<li>To identify the key technologies that are transforming business and society</li>
<li>To understand how digitalization changes the business environment</li>
<li>To anticipate the role of digital platforms in today’s digitalized business practice</li>
<li>To understand the role and importance of digital business ecosystems.</li>
</ul>
<h6>Who should attend this course</h6>
<p>The course is relevant for everyone who needs to understand the drivers, the dynamics and the implications of digitalization in practice. This includes professionals in areas such as business development, accounting, marketing, finance, and information technology, who would like to increase their knowledge and their space of action in relation digitalization issues.</p>
<p>The course can be taken as a single course or as part of a full Master of Business Development.</p>

Real Estate: Pricing Management

Pricing Management - Real Estate

<h6>Purpose and description of the course</h6>
<p>Pricing management is a main driver of successful business development. Pricing drives business development because it translates strategic objectives into changed product offerings, revenue streams and profitability. However, many firms have neglected pricing and used pricing for correcting historical errors or meeting short-term financial goals. Such an approach does not leverage the full potential of pricing. This course therefore focus on how firms can use pricing as a strategic lever to increase a focus on value generation.</p>
<p>The course is tailor-made for the real estate industry and therefore focus on the facets of pricing management that are particularly challenging for the industry. The course is structured in the following manner.</p>
<ul style="list-style-type: circle;">
<li>On the first day you will learn about value based pricing and the techniques used for price setting.  A particular focus is here on yield and revenue management and how the strategic levers of space, time and price can be managed to optimize returns. The day will also discuss methods and theories for analyzing customer value.</li>
<li>On the second day, the topic is asset management and we discus performance management of value drivers, how the type of investor affects measurements, and how cost may be used to improve price and asset decisions.</li>
<li>On the third day, we focus on the pricing of services, development of product-service combinations and servitization.  The day will also deal with the control problem and discussing how discounting behavior affect revenues and how discounting practices can be analyzed and managed.</li>
<li>Finally, the effect of greening and use of artificial intelligence (AI) on pricing is discussed.</li>
</ul>
<p>The pricing course in general offers a number of tools and techniques that helps firms develop their pricing practices, structures and processes. However, pricing is not just a discipline requiring technical knowledge of the tools of pricing. Pricing requires change management skills and insights into human behavior. For such reasons, the course also discusses more theoretical and reflective elements. For example, the course discusses behavioral economics in order to understand customer reactions to changes in pricing practices and how insight in to human behavior can be used to affect customers’ perception of value. We also discuss how changes in firms pricing practices and processes generates tensions and organizational resistance.</p>
<p>The course will be delivered in the following manner. Each session starts out with discussing a particular challenge as well as models, theories and techniques for analyzing and solving them. Following this, the session will move on to more detailed work on challenges and solutions through simulations, exercises, and workshops. The last day will provide a forum for discussing the synopsis and developing perspectives on your own organization’s particular pricing challenges.</p>
<h6>Key themes in the course </h6>
<ul style="list-style-type: circle;">
<li>Value driven approaches to pricing.</li>
<li>Yield and revenue management.</li>
<li>Asset management.</li>
<li>The use of cost information in pricing with a focus on cost to serve</li>
<li>Governance and control of pricing.</li>
<li>Pricing strategies for services and servitization.</li>
<li>The use of AI in pricing.</li>
<li>Greening and pricing.</li>
</ul>
<h6>Your learning outcome</h6>
<p>In this course you will:</p>
<ul style="list-style-type: circle;">
<li>Develop an understanding of and train the techniques of pricing including approaches to price setting, revenue management, asset management, pricing policies, behavioral aspects of pricing, pricing governance, pricing of services and servitization.</li>
<li>Apply theories and models of the course to your own organization.</li>
<li>Get a comprehensive understanding of pricing focusing on value and encompassing market, economic, and organizational perspectives.</li>
</ul>
<p> </p>
<h6>Who should attend this course</h6>
<p>This course is relevant for practitioners from the real estate industry and who are interested in getting a comprehensive understanding of the techniques, theories, and practices of pricing.</p>

Real Estate: Byøkonomi og ejendomsinvestering

Byøkonomi og ejendomsinvestering

Life Science: Markets

We look at key marketing and pricing concepts to address the complexities and challenges within the pharma, biotech, and medtech industries. You will work with concepts, theories, models, and cases which are specifically applied to these business domains in order to improve your stakeholder-oriented decision-making. This course is part of the Specialisation for Life Sciences for leaders working on developing, producing, and marketing products and solutions within the pharma, biotech, and medtech industries.

<h6>Purpose and description of the course</h6>
<p>Pharma, biotech, and medtech markets are among the most complex in the world, consisting of various stakeholders, such as patients, hospital employees, regulatory entities, politicians, insurance companies, etc. Companies on these markets face numerous challenges being thoroughly measured, adopting treatments based on cost effectiveness, and being influenced on price policies, discounts, and rebates from insurance firms. Life science companies must therefore find ways to navigate the challenges around product research and development, marketing, market access, pricing, etc., while acknowledging the implications of new developments, such as the digitalization of customer touch-points.</p>
<p>The course Life Science Markets will focus on an integrated set of subjects around marketing of life science products and services. The course will begin by analyzing the complexity of life science markets and the implications of digitalization. Core concepts, theories, and models will be introduced and applied to the specific contexts. This will befollowed by a session on the implementation of customer-centric strategies. The second day will focus on value co-creation in patient experience ecosystems, as well as on managing market access via distribution channels and sales. On the third day, we will start out with a focus on health economics and develop the methods and techniques for analyzing benefits and cost effectiveness. This will be followed by a session on pricing, focusing on both how to price for value, how to control discounting, and how to defend pricing integrity and legitimacy. The final day will begin with an integrative look at how to market customer-centric business models and will conclude with working on a synopsis, where the learnings of the course are applied to your firm.</p>
<p>The course will be highly interactive. Each session will typically start out with a lecture focusing on key elements of the problems discussed. The sessions will move on to more detailed work, applying concepts and models through exercises, casework, and workshops. The last day will provide a forum for a recap and discussing the synopsis, in order to develop perspectives on the status of your organisation’s market competencies.</p>
<h6>Key themes in the course</h6>
<ul style="list-style-type: circle;">
<li>Market challenges in life science markets</li>
<li>Challenges in pricing and how to deal with them</li>
<li>Models for understanding and dealing with multiple stakeholders</li>
<li>Value driven approaches to pricing, including fairness issues</li>
<li>Customer-centric strategies and patient experience ecosystems</li>
<li>Digitalization of customer and patient touch-points</li>
</ul>
<h6>Your learning outcome</h6>
<ul style="list-style-type: circle;">
<li>Identify problems within your organization in relation to life science markets.</li>
<li>Apply theories and models of the course to own organization or other chosen empirical or conceptual context.</li>
<li>Reflect upon theories and models’ relevance and applicability.</li>
</ul>
<h6>Who should attend this course</h6>
<p>This course is relevant for everyone interested in a deeper understanding of the complexities of life sciene markets. This includes participants from general management, project management, product development, marketing, finance, consulting, and pricing.</p>

MBD courses